Holmes Noble

Introducing Katie Ann Poxon’s Latest Thought Paper We are delighted to share Katie Poxon’s latest thought leadership piece, inspired by insights from the recent event, “Business Insights for Aerospace and Defence: A Transatlantic View.” The forum featured Katie, Partner and Head of Global Industrial Practice at Holmes Noble, alongside R. John Stack, Senior Managing Director at B. Riley Securities, a specialist in Aerospace & Defence Investment Banking. This paper explores the key findings, challenges, and emerging trends highlighted during the discussion, including: 🔹Insights into the global defence industry and the US defence landscape. 🔹Developments in the commercial airline sector. 🔹Advancements in space exploration and drone technology. 🔹Strategies for fostering transatlantic partnerships in defence. We hope this thought paper provides valuable perspectives and actionable insights for your organisation. If you have any questions or would like to discuss these topics further, we welcome your thoughts. You can also reach out to Katie directly at katie.ann-poxon@holmesnoble.com.

The mobility sector stands at a pivotal juncture, with emerging trends reshaping the industry and presenting significant opportunities for growth and innovation. As micromobility solutions such as electric scooters and bikes gain traction, the broader transport landscape faces critical questions for senior executives in leading automotive and transport businesses: 🔹 How can leaders adapt to and capitalise on micromobility's rapid growth? 🔹 What career opportunities await those poised to bring their expertise from more mature sectors into this evolving space? 🔹 How will the maturation of micromobility redefine the future of transport? As the micromobility market accelerates toward an estimated $440 billion valuation by 2030 (McKinsey), its impact on the transport sector grows increasingly clear. Addressing issues such as congestion and emissions, micromobility is also driving new opportunities for leadership and innovation. The sector, still in its early stages of development, faces challenges such as global competition, regulatory complexities, and consolidation through mergers and acquisitions. These dynamics require leaders who can navigate evolving conditions and drive strategic growth. For experienced executives in more mature sectors like automotive and logistics, micromobility offers a chance to apply their expertise in an exciting and high-growth environment. Key considerations: 🔹 Transitioning from well-established operations to lead innovation in emerging markets. 🔹 Exploring how micromobility integrates with traditional transport models. 🔹 Leveraging sustainability goals to position organisations as leaders in mobility transformation. The success of this transformation depends on leaders who can integrate advanced technologies, foster innovation, and align strategies with sustainability objectives. The right leadership can: ➡️ Combine deep industry expertise with an innovative mindset. ➡️ Thrive in complex, high-growth environments. ➡️ Deliver measurable results while driving positive change. At Holmes Noble, we specialise in identifying and securing leaders equipped to excel in evolving markets. With extensive expertise in the manufacturing, automotive, and mobility sectors, we understand the complexities of emerging markets like micromobility. Our approach ensures you’re supported by executives who can: 🔹 Address regulatory and competitive challenges effectively. 🔹 Lead sustainability initiatives alongside operational excellence. 🔹 Drive organisational transformation to thrive in this era of rapid change and innovation. Micromobility is reshaping urban transport and redefining the broader mobility ecosystem. Holmes Noble ensures your leadership team is prepared to seize opportunities, overcome challenges, and make a lasting impact. The future of mobility depends on visionary leadership. Holmes Noble can help leaders steer their organisations in the right direction. Find out more 👉 https://bit.ly/4ggxLYn

To unlock the full potential of your organisation, leadership teams must take decisive action to embed diversity, equity, and inclusion (DE&I) into their decision-making and structures. It's not enough to recognise the importance of DE&I; it must be made a core driver of innovation, resilience, and long-term success at the executive level. Our latest article explores: 🔹 The current state of diversity in UK boardrooms and the steps needed to improve representation. 🔹 Why diverse leadership drives better decision-making, greater stakeholder alignment, and stronger workplace culture. 🔹 How to use data, create diverse pipelines, and partner strategically to build inclusive leadership teams. At Holmes Noble, we specialise in helping organisations build leadership teams that foster growth and innovation. Read the full article to discover actionable strategies for embedding DE&I into your executive structures. #DiversityEqualityandInclusion #Diversity #Equality #Inclusion #DEI #Leadership

Holmes Noble is delighted to announce the appointment of Samantha Maxwell-Reed as Senior Independent Director, effective November 2024. Samantha is an accomplished business advisor and strategic leader with more than 25 years of expertise in executive search across the UK, EU, and USA. She has a proven track record of working with high-performing executive search firms and scaling top-tier businesses. Samantha has a wealth of experience in supporting recruitment industry leaders to innovate, scale, and achieve strategic growth and value creation. As a Non-Executive Director and trusted advisor, she also guides business owners in implementing effective management information (MI) systems and reporting structures, ensuring robust foundations for sustainable growth and long-term success. “We are thrilled to welcome Samantha to Holmes Noble. Her strategic insight, deep sector expertise, and commitment to excellence make her an outstanding addition to our board. Samantha will play a pivotal role in supporting both me and our Chairwoman, Michelle Carson, in driving the business forward and empowering our executive team to excel during this phase of significant growth. Her leadership will strengthen our ability to deliver world-class services to clients, and ensure we have the right structures in place for lasting success.” - Amy Speake, Chief Executive of Holmes Noble. A Personal Note: Beyond her professional achievements, Samantha is married and a proud parent to two adult sons. A devoted dog owner, she enjoys quality time with her family and balancing a fulfilling personal life with her professional endeavours. We look forward to the impact Samantha’s expertise and leadership will bring to Holmes Noble as we continue to grow and innovate.

Goldman Sachs Research forecasts a Worldwide GDP growth of 2.7% for 2025. Its economists project that the US will outperform expectations while the euro area will lag behind, amid fresh tariffs that are anticipated from the Trump administration. They also predicted the UK will outperform the euro zone, with growth of 1.3%. For CEOs, the challenges of 2025 are already looming large – global economic uncertainty, rapid technological advancements, sustainability pressures, and shifting workforce dynamics make one thing clear: success in 2025 does not look like what success looked like in 2020. The Leadership Challenges for 2025 The modern CEO’s agenda is more complex and rapid than ever. The key themes our communities speak to us about are: 🔹Digital Transformation: Technology is rewriting the rules of competition. Leaders are tasked with integrating AI, automation, and data-driven strategies without disrupting operations. 🔹Sustainability and ESG Commitments: Meeting ambitious net-zero targets while navigating evolving regulations requires leaders who can embed sustainability into their organisation’s DNA. 🔹Attracting and Retaining Talent: Hybrid working models, generational shifts, and fierce competition for top talent will make leadership in 2025 as much about culture as strategy. 🔹Economic Uncertainty: With inflationary pressures, rising interest rates, and fluctuating global markets, leaders must ensure their organisations remain agile and resilient. 🔹Geopolitical Tensions: From Trumponomics V2 to ongoing supply chain disruptions, global events continue to impact strategic priorities. Each of these issues underscores the need for decisive, visionary leadership that can bring clarity and stability to uncertain times. A strong leadership team can be the difference between navigating uncertainty effectively or being caught off-guard. CEOs must ask: 🔹 Do we have the right people to manage operational complexities and drive innovation? 🔹Are we equipped to lead cultural transformation and attract the next generation of talent? 🔹Can we balance the pressures of immediate financial performance with long-term strategic goals? The right senior hire addresses these questions. Whether it’s a CFO with the vision to optimise resources, a COO who can drive operational excellence, or a Chief Sustainability Officer ready to embed ESG into their organisation, the impact of a well-timed appointment resonates throughout the business. Why Holmes Noble? At Holmes Noble, we understand the demands placed on today’s CEOs. Our expertise in executive search goes beyond filling roles; we identify leaders who are not only highly-skilled but also aligned with your organisation’s culture, strategy, and vision for the future. With a global reach and a deep understanding of diverse industries, we ensure that your leadership team is equipped to excel in 2025 and beyond. Contact Us: https://bit.ly/4fNylMY

Succession Planning isn't a Linear Journey All organisations need a well-thought-out succession plan to ensure continuity and stability. However, in the real world, this is challenging to achieve, and when things change suddenly, the most comprehensive plans can be upended. Whether you're preparing for market expansion, new contract awards, or niche skillset replacements, having a pipeline of suitable talent is critical to driving successful change. Holmes Noble offers a range of services which can be deployed quickly in the event that your plans need to be reassessed. Services: 🔍 Talent Pipelining: We keep a keen eye on the market, identifying and engaging potential candidates before the need arises. This proactive approach means you're never caught off guard when changes occur. 🛠️ Succession Planning: We assess the depth of your internal talent and supplement with external candidates, ensuring a robust process that mitigates risks and secures your business's ongoing viability. Benefits: Reduced Time to Hire: With a pre-engaged pool of candidates, the hiring process is swift and efficient. Immediate Impact: Enter new markets or launch new services quickly and reliability by bringing in expertise from outside your organisation. Strategic Preparedness: Remain informed with market intelligence that informs your strategic choices. For more information on how to build a resilient succession plan, or to remediate when the succession isn't going to plan, contact Holmes Noble to keep your business resilient and ready for the future. #SuccessionPlanning #TalentPipelining #BusinessContinuity #Leadership #HolmesNoble

Adopting AI in Aerospace: A C-Suite Challenge The aerospace industry is synonymous with precision, safety, and innovation. Yet, as AI becomes a core element of operations, product design, and services, its open and complex nature poses unique challenges for leadership. For industries as tightly regulated and high-stakes as aerospace, governance frameworks that balance innovation with accountability are essential. AI models don’t conform neatly to traditional operational frameworks. Their adaptability and reliance on vast, variable data sets require a fundamental rethink of oversight. Unlike deterministic systems, many AI solutions function probabilistically, making their outputs less predictable. For executives, this complexity demands a new governance approach that ensures safety, ethical alignment, and regulatory compliance, even as AI accelerates decision-making and innovation. 🔸 Navigating the Complexity with Leadership Strategy C-suite leaders play a pivotal role in this transition. From implementing robust AI risk management practices to fostering collaboration across regulatory, technical, and ethical domains, leadership must ensure that AI solutions are both high-performing and transparent. This requires not just governance, but the right talent strategy—leaders who can blend technological expertise with operational insight. Key to success in aerospace is appointing executives who: ➡️ Understand the nuances of AI risk in regulated industries. ➡️ Can integrate AI into operations without compromising safety. ➡️ Drive AI adoption while embedding strong governance and ethical practices. 🔸 How Holmes Noble Can Help At Holmes Noble, we specialise in global executive search and talent strategy, identifying leaders who thrive in high-stakes environments. Our expertise in the aerospace sector positions us to support your journey in adopting AI—connecting you with operational and technology executives capable of navigating this transformative era. AI is redefining aerospace. Let’s ensure your organisation is equipped with the leadership to master its complexities and unlock its potential. Find out more 👉 https://lnkd.in/eQeRQ3QV #Leadership #AIinAerospace #Governance #ExecutiveSearch #HolmesNoble

For senior leaders, the focus of diversity, equity, and inclusion (DE&I) is no longer about understanding its importance but about how to integrate it successfully into organisational strategy. DE&I is a key driver of innovation, resilience, and sustainable performance, making it a non-negotiable priority for businesses aiming to stay competitive in an evolving landscape. 🔹 Equity as a Foundation for Leadership Equity ensures that all individuals have access to opportunities that allow them to succeed. It recognises that people have different starting points and requires leaders to build systems and processes that enable fair outcomes. Strategic leaders are addressing equity through targeted development programmes, equitable pay structures, and initiatives that address the nuanced barriers faced by underrepresented groups. Achieving equity demands a commitment to understanding how organisational practices affect different employees and making data-driven adjustments that improve outcomes across the board. 🔹 Inclusion Enhances Decision-Making Inclusion is a critical enabler of innovation and high-performance teams. By fostering environments where diverse perspectives are not only present but actively engaged, leaders unlock new ways to address challenges and seize opportunities. Organisations which embed inclusion into their leadership structures see tangible benefits. Inclusive hiring and leadership practices ensure that different viewpoints are integrated into strategic decision-making, improving agility and deepening connections with key stakeholders. 🔹 Diversity as a Strategic Asset Diversity within leadership teams brings a broader range of perspectives, experiences, and approaches, enhancing an organisation's ability to navigate complex markets. It strengthens adaptability, fosters better decision-making, and positions businesses to respond effectively to changing global demands. The focus for leaders today is to embed diversity into long-term planning. This means building leadership pipelines that reflect a broad spectrum of expertise, industry backgrounds, and lived experiences. 🔹 Transparency and Accountability Drive Progress Progressive organisations are setting measurable DE&I targets and aligning them with their broader business objectives. These targets are tracked and reviewed to ensure sustained impact, with leadership accountability frameworks in place to maintain focus. At Holmes Noble, we support senior leadership teams in building inclusive, high-performing organisations. Our approach ensures that every stage of the executive hiring process reflects DE&I priorities, helping our clients create leadership teams that deliver exceptional results and represent their values. For modern organisations, DE&I is no longer an optional consideration. It is a fundamental component of leadership and organisational strategy. Let us help you embed these principles to create lasting impact. https://lnkd.in/eBjFmwSV

This International Men's Day, we reflect on the theme of ‘Positive Male Role Models’ and the vital role they play in shaping our workplaces, families, and communities. Traits often associated with positive masculinity—such as integrity, empathy, resilience, and accountability—are often the same qualities that modern organisations seek in their leaders. These characteristics inspire trust, build collaboration, and drive meaningful change. At Holmes Noble, we work with exceptional leaders every day, and we see first-hand how these traits transcend gender and define great leadership. Today, we celebrate the men who embody these values and serve as role models for all. Let’s continue to promote inclusion, foster well-being, and champion diverse leadership that uplifts everyone. #InternationalMensDay #PositiveMaleRoleModels #Leadership #DiversityAndInclusion #HolmesNoble

It’s been nearly 15 years since the term ‘Industry 4.0’ was coined and 2025 promises to see continued acceleration in technology change across industrial sectors. The Manufacturer lists the key topics of interest in the manufacturing space as: ➡️ Automation ➡️ Digital Transformation ➡️ Data & AI ➡️ Innovation ➡️ Leadership ➡️ People & Skills ➡️ Sustainability Manufacturing as a sector has always proactively driven change to accelerate time-to-market, reduce manufacturing downtime, deliver just-in-time manufacturing, and support sustainability initiatives, and technology has always been foundational to manufacturing business strategy. Many of Holmes Nobles’ clients are currently managing all of their Industry 4.0 initiatives through a far-reaching Digital Transformation programme – but what does that mean for people strategy? In a recent study undertaken by YouGov and commissioned by global technology company SafetyCulture - three-quarters of manufacturing workers in the UK (73%) are not concerned about their jobs being automated in the future. The report highlighted that employees, both the workforce and leadership, believe technology should enhance business performance by helping them excel at their jobs, rather than replacing their roles. So despite widespread fears of advanced technologies causing sweeping changes to the workforce, it may be more mundane tech problems that need to be solved first - 64% of the same workers are not fully satisfied with their workplace tools and IT systems. Among them, 43% find these tools unfit for purpose, and 37% consider them outdated. Quicker wins may lie the low-hanging fruit of incremental tech changes and investment, rather than in the wholesale replacement of talent with tech. Technology and people must work in harmony, and achieving this requires a leadership capability which recognises that the true value of technology lies in enhancing how people and tech collaborate effectively. Let’s explore how we can help your organisation maximise the potential of technology and talent together 👉  https://lnkd.in/enFySErp Link to The Manufacturer article: https://lnkd.in/enKuBJ-G