Mentorprise, your boutique Executive Search firm with a global imprint.
Case studies.
Selected mandates, real outcomes.
A curated selection of retained executive search assignments. Click a case title to open the full assignment story.
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Showing 5 case studies
Group CFO in Environmental Services
Environmental Services & EnergyBelgium / EuropeC-suite
Lead time
12 weeks
Selected candidates
12
Hire
1
Group CFO in Environmental Services
Environmental Services & EnergyBelgium / EuropeC-suite
Executive Search Case: Group CFO in Environmental Services
Retained executive search for a newly created group role supporting the client’s international growth and increasing organisational complexity.
The challenge
For a long-standing client active in environmental services, energy and recycling, Mentorprise was entrusted with a confidential mandate to recruit a Group CFO for a newly created position within a redesigned organisation structure.
The group comprised six entities, with international operations being established for the first time. Belgium remained the home market, while the business was already ranked number one in its field in Europe and preparing for further growth.
As complexity increased, the Group CFO became a key strategic hire. The existing Finance Director would report into this new role, making the appointment critical both operationally and organisationally.
Market mapping
The target universe focused on senior finance leaders with international exposure in complex, regulated, safety-driven and growth-oriented environments.
After 9 weeks, Mentorprise presented a mid list of 12 candidates. Following calibration with the client’s management team, 5 candidates were retained, 2 finalists advanced to a final meeting with the board, and 1 candidate signed after 12 weeks.
Assessment highlights
Assessment focused on international finance leadership, exposure to legislation, safety, funding and M&A, entrepreneurial mindset, pragmatic execution, and the emotional intelligence required to operate transversally across seven entities as an independent business partner.
The profile
- Non-negotiables: international finance leadership, experience in complex and regulated environments, strategic and operational range, strong EQ, and the credibility to partner across multiple entities
- Flexible: sector adjacency where complexity, growth exposure and stakeholder maturity were clearly transferable
- Dealbreakers: overly corporate profiles lacking pragmatism, limited international exposure, or insufficient entrepreneurial capacity for a fast-growing group environment
The search resulted in a successful hire after 12 weeks, securing a Group CFO able to support further international growth, bring structure to a more complex group setting, and act as a strategic partner to the CEO and wider organisation.
Our approach
- Confidential intake
Role calibration around the new organigram, reporting lines and strategic growth agenda. - Target mapping
International finance leaders identified in complex, regulated and acquisitive environments. - Search
Targeted outreach to high-level CFO and senior finance talent aligned with scale, complexity and growth stage. - Client calibration
Mid list review with management team, narrowing to retained candidates and board-ready finalists. - Final process support
Board preparation, final alignment and offer-stage guidance through signing.
Key takeaways
- Newly created C-suite roles require both search depth and internal stakeholder calibration.
- International growth creates a different CFO brief than a classic country finance mandate.
- Pragmatism and entrepreneurial drive matter as much as strategic finance depth in fast-scaling groups.
- Confidential organisational redesigns demand disciplined communication and candidate handling.
CEO Public Sector Organisation
Public SectorBelgium / GlobalCEO
Lead time
Not disclosed
Selected candidates
20
Hire
1
CEO Public Sector Organisation
Public SectorBelgium / GlobalCEO
Executive Search Case: CEO International Public Sector Organisation
Retained executive search for a new CEO within a public sector organisation operating across regional and international stakeholder environments.
The challenge
Mentorprise has a long-term partnership across entities of the Flemish Government, supporting executive search mandates for number one and number two roles, ranging from CEO and Administrator-General to Director-General level.
For this mandate, the Minister and the competent cabinet entrusted Mentorprise with the search for the new CEO of the tourism agency, a public organisation with both regional relevance and global cooperation across Asia, the US and Europe.
The assignment required complex stakeholder management across public administrations, cabinet structures and ministerial oversight, combined with politically and professionally sensitive candidate contact moments in a relatively small executive ecosystem.
Market mapping
The search focused on senior executive leaders capable of operating in a public governance context while combining strategic vision, institutional credibility and international orientation.
Following a formal and weighty search process, Mentorprise presented a mid list of 20 candidates, ultimately resulting in 1 appointed CEO.
Assessment highlights
Assessment focused on public sector leadership, stakeholder management across cabinet and administration, international exposure, reputational sensitivity, and the capacity to lead an organisation with both economic and societal impact after the difficult 2020–2023 Covid period.
The profile
- Non-negotiables: executive-level leadership, credibility in a complex stakeholder environment, strong public and institutional antenna, international orientation, and the capacity to represent a strategic public organisation
- Flexible: sector background, provided the candidate demonstrated strong relevance for tourism, public value creation, and external positioning
- Dealbreakers: limited stakeholder maturity, insufficient discretion, or lack of fit with the political-administrative complexity of the mandate
The process led to the successful appointment of a new CEO able to guide the organisation through a renewed phase of visibility, international cooperation and public impact following a particularly demanding period for the tourism sector.
Our approach
- Mandate intake
Role calibration with cabinet and public stakeholders around leadership scope, governance context and strategic priorities. - Target mapping
Senior executive profiles identified across public, institutional and internationally exposed leadership environments. - Search
Discreet executive outreach in a politically and professionally sensitive candidate market. - Formal process alignment
Careful calibration within a weighty public process, ensuring transparency, discretion and stakeholder alignment. - Final appointment support
Support through final stages toward the successful appointment of the new CEO.
Key takeaways
- Public sector CEO searches require a different search discipline than purely commercial executive mandates.
- Complex stakeholder environments demand high calibration and disciplined communication throughout.
- In small executive ecosystems, discretion and judgement are critical.
- Institutional leadership roles require both strategic representation and operational resilience.
International Brand Director in Fashion Retail
Fashion RetailBelgium / EuropeManagement Team
Lead time
9 weeks
Selected candidates
7
Hire
1
International Brand Director in Fashion Retail
Fashion RetailBelgium / EuropeManagement Team
Executive Search Case: International Brand Director in Fashion Retail
Retained executive search for a confidential leadership upgrade within a large European fashion retail group.
The challenge
A European fashion group needed a leadership upgrade after acquiring a Belgian brand and accelerating premium brand rollout across Europe.
The client expected the strongest talent pool to sit outside Belgium, so the search needed international reach from day one.
The role required a rare combination of premium brand leadership, expansion experience, rebranding exposure, and willingness to relocate.
Market mapping
Search coverage included Belgium and an international target universe spanning France, Germany, Spain, Singapore, Hong Kong, India, and the US.
Funnel outcome: 21 candidates from 14 countries, 7 qualified, 2 finalists presented, 1 successful hire.
Assessment highlights
We assessed international brand leadership, expansion capability, rebranding exposure, cultural fit, senior stakeholder credibility, and relocation readiness through structured interviews and comparative profiling.
The profile
- Non-negotiables: Brand Director experience, premium brand background, expansion / rebranding track record, mobility to Belgium
- Flexible: broader international background across Europe or the US
- Dealbreakers: insufficient scale, weak brand portfolio, no relocation readiness
The final candidate signed as the new Brand Director after a 9-week search process, giving the client a stronger platform for international brand acceleration.
Our approach
- Mandate intake
Role calibration with Benelux leadership and brand decision-makers. - International market mapping
Target universe built with ENEX partners across multiple countries. - Search
Targeted outreach into fashion and retail leadership pools. - Structured interviews
Comparative screening and shortlist development. - Final presentation
Mid-list, shortlist, and support through offer stage.
Key takeaways
- International reach matters when local talent is too narrow.
- Premium brand hires require both strategic and aesthetic fit.
- Mobility needs to be validated early in the funnel.
- Cross-border partner networks can materially accelerate niche searches.
Sales Director in Consumer Goods
Consumer GoodsBelgium / LuxembourgDirector
Lead time
8 weeks
Selected candidates
8
Hire
1
Sales Director in Consumer Goods
Consumer GoodsBelgium / LuxembourgDirector
Executive Search Case: Sales Director in Consumer Goods
Retained executive search for a confidential replacement hire for a Sales Director in a consumer goods group with Benelux scope.
The challenge
The client needed to replace a long-standing Sales Director in a tight and highly interconnected sector, making confidentiality a central success factor.
The business wanted a commercially strong leader with experience in similar organisations, deep key account capability, and readiness to operate close to headquarters.
The assignment also needed to identify someone with enough headroom to grow into a wider Benelux or regional mandate over time.
Market mapping
The target universe focused on sales leaders in consumer goods, design-led businesses, and adjacent organisations with similar channel and account complexity.
The process produced 8 profiles for mid list, 3 shortlisted candidates, and 1 signed hire.
Assessment highlights
Assessment focused on leadership maturity, strategic sales capability, key account depth, sector affinity, and fit for a confidential succession context. Finalists completed a management case at headquarters.
The profile
- Non-negotiables: sales leadership, consumer goods / design relevance, key account depth, strong commercial and strategic capability
- Flexible: adjacent industry background if design and commercial fit were strong
- Dealbreakers: weak leadership maturity, low strategic depth, poor fit for a confidential succession mandate
Mentorprise delivered a mid list within 5 weeks. The selected candidate signed 2 weeks later and subsequently grew into a broader Sales Director role.
Our approach
- Confidential intake
Successor profile calibrated with the Managing Director. - Target mapping
Sector-relevant leaders mapped across consumer and design-led organisations. - Search
Discreet candidate approach in a closely connected market. - Interview evaluation
Structured candidate interviews and comparative shortlisting. - Final process support
Management case preparation and offer-stage support.
Key takeaways
- Succession mandates require disciplined confidentiality throughout the funnel.
- Commercial depth and design affinity can be equally important in consumer-led businesses.
- Small-market searches benefit from precise targeting and strong candidate handling.
- The best hire is often the one with stretch potential beyond the original brief.
Sales Manager in Automotive
AutomotiveBelgium / LuxembourgSenior Manager
Lead time
10 weeks
Selected candidates
4
Hires
2
Sales Manager in Automotive
AutomotiveBelgium / LuxembourgSenior Manager
Executive Search Case: Sales Manager in Automotive
Retained executive search for a critical commercial leadership hire in a transforming automotive group active in Belgium and Luxembourg.
The challenge
A family-owned automotive organisation in transition needed to strengthen its Belgian management team in a disrupted and highly competitive market.
The client was looking for candidates with strong commercial leadership, key account depth, and exposure to new market platforms and digital evolution.
The role also required sector credibility and operational fluency in both Dutch and French across Belgium and Luxembourg.
Market mapping
The target universe focused on automotive and adjacent commercial leadership pools across Belgium and Luxembourg, prioritising sector fit, sales leadership, platform exposure, and language capability.
The process resulted in 4 shortlisted candidates and ultimately 2 signed hires for 2 different Sales Manager positions.
Assessment highlights
Assessment focused on sector credibility, solution-selling capability, commercial transformation capacity, key account strength, and bilingual stakeholder communication.
The profile
- Non-negotiables: automotive sales experience, people leadership, Dutch/French fluency, strong key account orientation
- Flexible: exact employer background if commercial relevance was strong
- Dealbreakers: weak sector fit, limited leadership track record, no dual-language capability
Mentorprise built a shortlist within 6 weeks and helped the client secure 2 hires for 2 Sales Manager positions within a 10-week total lead time.
Our approach
- Client intake
Role definition with Group CEO and Managing Director Belux. - Profile translation
Commercial, sector, and language criteria sharpened into a target brief. - Search
Online research, direct outreach, and network-based identification. - Candidate interviews
Structured interviews and intermediate client calibration. - Final shortlist
Preparation for headquarters interviews and hiring decision support.
Key takeaways
- Commercial searches in disrupted markets require sector precision.
- Language capability can be decisive in Belux leadership roles.
- Frequent calibration improves shortlist quality and speed.
- One search can create value across multiple priority openings.
Country Manager in Medical Technology (South Korea & India)
Healthcare / Medical DevicesSouth Korea & IndiaCountry Manager
Lead time
7–8 weeks
Selected candidates
6
Hires
2
Country Manager in Medical Technology (South Korea & India)
Healthcare / Medical DevicesSouth Korea & IndiaCountry Manager
Executive Search Case: Country Manager in Medical Technology (South Korea & India)
Retained executive search for two Country Manager hires supporting market expansion in South Korea and India for a multinational medical technology company.
The challenge
The client was a multinational company in medical technology, originally Dutch and, during the collaboration, acquired by a German market leader. In most regions, the business operated as a challenger versus well-established top-three competitors, making access to top talent particularly difficult.
Mentorprise was asked to lead the search for a Country Manager in both South Korea and India, in close cooperation with headquarters in the Netherlands.
The role required an unusual blend of strategic maturity, business development capability, and hands-on market-building leadership, including the ability to establish and grow teams in relatively new markets.
Market mapping
Mentorprise turned the search into a global ENEX collaboration, working closely with local partners on the ground in South Korea and India while remaining the Dutch-speaking SPOC for headquarters in the Netherlands.
The search produced 3 candidates for South Korea and 3 candidates for India, resulting in 1 signed hire in each market. Lead time was 7 weeks for South Korea and 8 weeks for India.
Assessment highlights
Assessment focused on country leadership maturity, business strategy execution, market-building capability, team development, and business development strength in highly competitive healthcare environments. Local labour-market understanding, cultural fit and communication style were key differentiators in both markets.
The profile
- Non-negotiables: Country Manager or equivalent leadership experience, strong strategic and commercial capability, ability to build teams in emerging markets, and proven business development strength
- Flexible: exact company background, provided the candidate could operate credibly in a medical technology environment and grow a challenger business
- Dealbreakers: profiles lacking market-building capacity, insufficient maturity for country leadership, or limited adaptability to local market realities
The assignment led to two successful hires, one in South Korea and one in India, allowing the client to strengthen leadership in two strategically important growth markets through a model combining HQ coordination with local search expertise.
Our approach
- HQ intake
Role calibration with the Dutch headquarters around growth ambitions, market position and leadership expectations. - Global partner mapping
ENEX collaboration activated with local partners in South Korea and India for market-specific intelligence. - Search
Targeted local outreach and evaluation, coordinated centrally by Mentorprise as SPOC for headquarters. - Cross-border calibration
Continuous alignment between HQ expectations and local market realities, including culture, labour-market dynamics and candidate fit. - Final process support
Presentation of finalists, coordination with HQ, and support through final selection and signing.
Key takeaways
- International Country Manager searches benefit from a strong central SPOC combined with trusted local market expertise.
- Challenger-market hires require a different leadership profile than replacement hires in established market leaders.
- Business development, team building and strategic maturity must all be present in market-entry leadership roles.
- Cross-border search delivery becomes stronger when HQ language and local context are both handled professionally.
Director of Care in Public Healthcare
Public Sector / HealthcareBelgiumC-suite
Lead time
18 weeks
Selected candidates
8
Hire
1
Director of Care in Public Healthcare
Public Sector / HealthcareBelgiumC-suite
Executive Search Case: Director of Care in Public Healthcare
Retained executive search for a Director of Care role within a public healthcare institution after the position had remained open for more than a year.
The challenge
The client was a public healthcare institution in Rekem, close to the Dutch border, operating under the Flemish Government. The Director of Care role had been vacant for over a year without success before Mentorprise was brought in.
Two partners from Mentorprise spent half a day on site for a deep intake, meeting the full management team, including the General Director, as well as a member of the Board, to understand the context, team, culture and institutional challenges in depth.
The mandate required a long search process with frequent recalibration, as the role combined several structural handicaps that significantly reduced the available talent pool.
Market mapping
The search focused on senior healthcare leaders able to operate at management-team level while also meeting strict formal requirements specific to the role.
Over a period of 18 weeks, Mentorprise presented 8 candidates. In several cases, a formal criterion remained misaligned despite broader fit. Ultimately, 2 final candidates progressed to the end stage, and 1 candidate signed for the role.
Assessment highlights
Assessment focused on leadership capability, care-sector credibility, formal eligibility, management-team maturity, willingness to work in a geographically remote setting, and long-term motivation despite compensation below benchmark levels.
The profile
- Non-negotiables: nursing diploma, management-team level leadership capability, healthcare-sector credibility, and readiness to operate in a complex institutional environment
- Flexible: exact employer background, provided the candidate could combine care leadership with executive-level collaboration
- Dealbreakers: no nursing qualification, insufficient leadership maturity, unwillingness to relocate or commute, or misalignment with public-sector compensation realities
After an 18-week search and repeated recalibration, Mentorprise succeeded in filling a role that had remained open for more than a year, delivering a hire for one of the most difficult public healthcare leadership mandates in the market.
Our approach
- Deep on-site intake
Extended stakeholder intake with the full management team, CEO and board representation to understand the institutional and cultural context. - Target mapping
Search focused on a highly constrained healthcare leadership pool given the role’s formal and geographic limitations. - Search
Long-cycle executive outreach with careful candidate handling in a narrow and difficult market. - Frequent recalibration
Regular alignment with the client to refine priorities and respond to formal or practical barriers encountered in the market. - Final process support
Support through end-stage candidate flow, final interviews and successful signing.
Key takeaways
- The hardest healthcare leadership roles often fail because formal requirements and market reality are poorly aligned.
- Deep intake and frequent recalibration are essential in structurally difficult public-sector mandates.
- Geography, compensation and qualification requirements can narrow a candidate market dramatically.
- Persistence and stakeholder alignment can unlock hires even after a role has remained open for a prolonged period.
"You do not rise to the level of your goals. You fall to the level of your systems."
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