A central step was the development of in-house software capabilities. Until then, the necessary internal structures and key roles had not yet existed. The organisation therefore needed a new IT team that could not only support digital transformation, but actively drive it.
Profiles were particularly needed in:
- software development
- lead development
- data architecture
- Microsoft 365 architecture
- development of modern data platforms
- workplace architecture and workplace modernisation
- implementation of the transformation towards a data-driven organisation
The Special Challenge: Attracting IT Talent to an Unfamiliar Employer Brand
The relevant candidate market was narrow, and the organisation first had to be positioned convincingly as an IT employer.
The search was demanding because qualified IT specialists are highly sought after. At the same time, the organisation was not yet an obvious employer in the IT sector. Software developers in particular therefore had to be actively and convincingly engaged for the opportunity.
It was crucial to describe and position the roles in a way that would genuinely resonate with experienced IT profiles. Highlighting the organisation’s broader purpose alone was not enough. The roles also had to be credible from a technical perspective: with demanding tasks, technical relevance and real scope to shape.
A responsible executive summarised the challenge as follows:
“A software developer does not simply wake up one morning and say: I want to develop there now.”
This made especially careful candidate management necessary. The organisation had to be positioned as innovative and technologically ambitious, even though it was not automatically associated with software development, data platforms or modern workplace architecture in the IT market.
Profile Refinement: Not Just an Ideal Picture, but Market Logic
Several key roles had to be defined in terms of both what was needed and what the market could realistically provide.
The precise definition of the individual profiles was particularly important. For the Senior Data Architect, the role involved overall responsibility for rebuilding enterprise-wide data platforms and aligning them for the future use of artificial intelligence and advanced analytics. Only a small number of senior-level experts in the market were able to meet these demanding requirements.
The Microsoft 365 Architect role also had to be defined from the ground up. Workplace modernisation had been prioritised strategically, but no comparable function had existed in the organisation before. This created uncertainty around exact requirements, necessary capabilities and assessment criteria.
Profile refinement was therefore a central success factor. It helped align the organisation’s expectations with the available candidate market and describe the roles in a way that was both technically accurate and attractive to candidates.
Profile refinement helped especially with:
- defining new IT key roles
- formulating credible role profiles for experienced IT specialists
- aligning internal expectations with candidate market realities
- assessing seniority, technical depth and cultural fit
- positioning data architecture, software development and Microsoft 365 expertise
- building a team profile that worked both professionally and personally
Process Quality: Structure, Consulting and Critical Assessment
The value lay not only in attracting candidates, but also in assessing them precisely.
The collaboration was shaped by a structured process, close information flow and critical consulting. Because several key roles had to be appointed in parallel or in sequence, it was important not only to evaluate individual candidates, but also to consider the future team setup as a whole.
A responsible executive emphasised that candidates were not simply presented in order to fill roles quickly. Instead, profiles were critically challenged, including cases where candidates did not fully match the requirements. This approach was particularly valuable because the roles were strategically important and hiring mistakes could have significantly slowed down the digital transformation.
The selection therefore considered two levels: functional fit and personal fit. The goal was not to create a loose collection of individual specialists, but a team capable of jointly carrying the digital realignment forward.
The process created value through:
- structured candidate engagement in a narrow IT market
- credible positioning of the organisation as an IT employer
- critical assessment instead of simple candidate presentation
- close alignment on role profiles and requirements
- efficient information flow over several months
- building a team with both professional and personal fit
Result: A New IT Team for Software, Data and Modern Workplaces
Within 4 months, a team was built that can actively drive digital transformation.
Despite difficult market conditions and limited visibility as an IT employer, the organisation successfully appointed several key roles. These included software developers, a Senior Data Architect and a Microsoft 365 Architect. Together, they form a team responsible for key elements of digital transformation: in-house software development, data platforms, future AI and advanced analytics capabilities, and modern workplace architecture.
The mandate showed that executive search in such situations goes far beyond filling individual vacancies. The decisive factors were credible market positioning, realistic requirements and the development of a team that works both technically and culturally.
Concrete client benefits:
- development of a strategically important IT and software team
- successful attraction of qualified IT specialists despite a narrow market
- stronger positioning of the organisation as an attractive IT employer
- appointment of key roles in software development, data architecture and Microsoft 365
- better profile refinement through alignment of requirements with market availability
- critical, constructive consulting throughout the selection process
- development of a team with both professional and personal fit
- foundation for the further transformation towards a data-driven organisation
Key KPIs:
- 4 weeks from mandate start to shortlist presentation
- 4 months mandate duration
What This Mandate Shows
IT transformation requires not only technology, but the right people working together in the right roles.
- Organisations outside the classic tech sector need to position IT roles especially credibly.
- Building in-house software capabilities requires clear role profiles and convincing candidate engagement.
- For senior IT profiles, aligning the ideal profile with market availability is critical.
- New functions such as data architecture or Microsoft 365 architecture must be defined carefully.
- A successful IT team is built not only on technical competence, but also on personal fit.
- A structured process, critical consulting and strong information flow significantly increase decision quality.
