By João Marco Frederico, Partner at Heidrick & Struggles
For decades, medium-sized and large companies have turned to two main ways of meeting their strategic leadership needs: executive search, to hire leaders on a permanent basis, and consultancy, to obtain specific diagnoses and guidance on critical business issues.
Today, a new pillar is consolidating with strength and relevance: executive talent on demand.
At Heidrick & Struggles, we have been closely following the transformation in the working model of the main global markets. The advance of the digital economy, the pressure for efficiency and the need for rapid responses in uncertain contexts have led to the emergence of a new demand profile: companies that need very senior people for a limited time, with a focus on rapid execution, measurable impact and variable cost.
That's why we've signed an exclusive partnership with Chiefs.Group in Brazil and Latin America, a benchmark in the Open Talent Economy and a pioneer in on-demand executive recruitment in the region.
Talent on demand does not replace executive search or consulting. It complements both with a unique proposition: fast access to highly qualified leaders, for a fixed period of time, focused on solving a real business challenge.
Companies have used this model to conduct specific projects, such as international expansion, raising investment or organizational restructuring. It is also possible to fill temporary leadership gaps, from maternity leave to an interim CFO during an M&A process. Or to test a new strategic front with low risk and high agility, for example.
From a financial point of view, the on-demand model offers clear gains that go far beyond cost savings. It transforms the fixed cost of traditional hiring into a variable and strategic allocation, allowing companies to direct their resources precisely to the moments when they really need a specific skill. By avoiding permanent ties for temporary demands, it eliminates idle time and significantly reduces the risk of profile misalignment, which is common in fast-paced or loosely structured processes, especially in contexts of pressure for quick deliveries.
Another decisive factor is the ramp-up curve: while a traditional hire can take months to reach their full potential, on-demand talent arrives with validated experience, specific technical knowledge and a clear focus on the challenge that needs to be solved. This guarantees immediate entry into operation, without wasting time or investment in training.
In a scenario where efficiency and agility go hand in hand, this combination of flexibility, precision and impact makes the on-demand model not just a viable alternative, but a real competitive advantage. Flexibility and financial efficiency are no longer opposing concepts; they go hand in hand, in the same direction.
It's increasingly common to see companies that, instead of setting up an entire structure for a specific challenge, hire an executive on demand who delivers the expected result and leaves, with no legacy in terms of cost or structure.
This model has been especially useful in times of transition, accelerated growth or strategic adjustments, when the timing of execution is as important as the quality of decisions.
Among the projects recently carried out in partnership with Chiefs.Group, we have seen companies:
Another relevant example is supporting the financial area in the face of complex regulatory changes. The systems and technology area will play an increasingly strategic role in the CFO's work, especially in view of the demands that will arise from the tax reform. The need to adapt processes, automate tax calculations and ensure compliance with new legislation will require investments in robust technological solutions integrated with financial and accounting systems. In this context, having a part-time executive who specializes in technology and digital transformation can be an efficient solution to speed up adaptation, guide the definition of priorities and guarantee the implementation of critical initiatives, without the need for a permanent structure. This timely and strategic support reinforces the importance of technology as an essential pillar in modern financial management and in mitigating tax risks.
The return? Results delivered in record time, with investment proportional to the impact and structure preserved for the medium and long term.
At Heidrick & Struggles, we believe that the future of leadership depends on the ability to build teams with agility, intelligence and tailor-made solutions. Having access to an ecosystem that combines permanent search, strategic consulting and on-demand talent allows us to offer complete solutions to our clients.
On-demand executive talent is not a trend, but a reality. And for companies that need to grow efficiently, this is a strategic alternative that should be on the desk of any CFO, COO or CEO.
If you are facing a new challenge and are looking for a high-impact solution with speed and flexibility, the on-demand model could be the natural next step in your talent strategy.
Neon, Pagar.me, Portão 3 (YC S21) and Grafeno opened up behind the scenes and told us how Chiefs.Group 's on-demand solutions have helped them solve business and leadership development challenges, even when operating in highly complex contexts. Clear contracts. Assertive matchmaking. Senior level delivery. Total focus on business impactThe market is changing. And those leading this change are companies that understand that the risk of not acting quickly is greater than the risk of innovating in the way they access talent.Want to see how they did it? The full case is available here.
João Marco is a partner in Heidrick & Struggles' São Paulo office and member of the Financial Officers Practice. His search experience includes corporate CFO and other senior-level financial officer assignments as well as board of director engagements. For the last 20 years, João has successfully delivered individual hires, team build-outs, turnaround and talent pipeline projects across the finance organizations of his client companies, including both group and divisional CFOs, as well as specialist functions such as FP&A, IR, Treasury, Controller and Audit. Professional focus and expertise on the areas Chemical, Pulp & Paperand Automotive.
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