A growth strategy is only as strong as the people who execute it. When a leading international consulting firm decided to systematically expand its Public Services practice in Switzerland, it quickly became clear: the role that was supposed to carry this growth did not yet exist. It had to be created, defined – and then filled. What followed was a mandate completed in under six months, one that left a lasting impression on both sides: the client and the placed candidate.
The consulting firm is one of the few international players able to offer clients a fully integrated portfolio of advisory services. In its Swiss organisation, the consulting business accounts for over 40 percent of total country revenue – with consistent growth of 10 to 20 percent over the past decade. Public Services has long been one of the most important revenue drivers within that business. The decision to invest further and expand the team was not a reactive move, but part of a deliberate, forward-looking strategy.
At the centre of that strategy sat a newly created position: Director, Public Sector Consulting – positioned at the intersection of business and strategy consulting, technology, and digitalisation in the public sector. The role was demanding: leading an existing team, driving growth within established client relationships, winning new clients, developing high-potential talent, and advancing the consulting portfolio. All of this in an environment requiring strong interpersonal skills and the ability to communicate credibly with a wide range of stakeholders.
The challenge: the internal candidate pool was too shallow for this specific combination. Senior professionals who both mastered the consulting craft and held a solid network and track record in the Swiss public sector were in short supply. Adding to this, the Government & Public Sector space was relatively new territory for the firm – meaning it needed external expertise to properly assess sector-specific soft skills and requirements.
Before the search began, the mandate started with an in-depth examination of the requirements. The firm knew which qualifications mattered from a consulting perspective – what was missing was a precise understanding of what it actually means to be embedded in the Swiss public sector: which networks carry weight, which experiences are relevant, which type of personality builds trust in that environment.
This knowledge was actively contributed. Working closely with the client, the profile was sharpened and translated into a concrete search brief – one that clearly mapped both professional and personal requirements, and created the foundation for targeted, efficient direct outreach. Looking back, the client described this step as essential: they knew from a consulting perspective what they were looking for, but not how to find it in the market.
Market activity began immediately after the profile phase was complete. Within six weeks of mandate start, a qualified shortlist was presented. The process was tightly managed, communicated transparently at every stage, and accompanied by ongoing alignment with the client. Five candidates entered the final interview round – each with a profile that fully met the defined requirements.
What set this process apart, from both parties' perspectives, was the quality of personal support throughout. The client highlighted that communication was consistently direct, pleasant, and low on bureaucracy – and that the coordination between candidate needs and client expectations was handled with considerable sensitivity, particularly when the final decision phase took longer than anticipated.
The placed candidate noted that he consistently felt his perspective was being actively represented, not just managed. Preparation ahead of each interview round was thorough and substantive – an experience he did not recognise from previous work with executive search firms.
Process steps at a glance:
The mandate was successfully completed in under six months. The placed candidate matched the jointly defined target profile in full: professionally qualified, embedded in the relevant network, and with the personal maturity to take on a strategically significant role in a growing practice. For the consulting firm, the placement marked the beginning of a new chapter in Public Services – with a leader carrying the mandate to actively develop this area further.
This outcome was no coincidence. It rested on three closely connected factors: specific market access in the relevant segment, advisory input during the profile phase, and consistent personal process management. Together, these created the conditions under which a difficult placement becomes not only possible, but sustainable.
6 Weeks from mandate start to shortlist presentation
5 Candidates in the final interview round
< 6 Months total mandate duration through to successful placement
Placements in the public sector are not a standard process. The professionals who truly fit these roles are rarely looking to move – and rarely easy to find. What matters is a network built over years, combined with the ability to define requirements precisely and guide decision-making on both sides with professionalism. Three lessons from this mandate apply more broadly:
