Professional Services &
Public Sector

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Expertise is the prerequisite. Attitude and fit make the difference.

Professional services and public organisations place very different demands on leadership and professional competence. In consulting, auditing, law, finance or technology consulting, what counts is an understanding of clients, project business, professional excellence and entrepreneurial thinking. In public-sector companies and organisations, governance, political sensitivity, procurement structures and a sure hand with diverse stakeholders are added to that.

The right people are not always obviously reachable. Some are visible and open to a move, others are firmly embedded and can only be won through direct approach. What matters is understanding their particular motivation, the organisational culture and the role correctly.

That is exactly where we come in: with direct approach, an established network and a sure eye for profiles that convince professionally, fit personally and can carry responsibility in the given environment.

C-Level & Board

C-level and leadership functions in professional services, public-sector companies and organisations in the public environment require strategic steering competence, analytical strength and a sure instinct for people, mandates and stakeholders.

Leading here means moving between commercial objectives, professional excellence, governance, public responsibility and demanding communication. What matters is not merely planning change, but anchoring it soundly both internally and externally.

Strong leaders combine analytical clarity with relational intelligence. They make decisions that convince professionally, are commercially viable and hold up in their particular environment. Their authority comes from trust, reliability and the ability to bring differing interests together with assurance.

We fill leadership and key roles in professional services, public-sector companies and related structures — for example partners, directors, managing directors, divisional heads, board members, commercial and technical management, and those responsible for strategy, transformation, digitalisation, finance, law, compliance and governance.

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Management & Leadership

Executives in professional services, public-sector companies and organisations in the public environment are responsible for projects, develop teams and steer complex processes – often all at once. What counts is analytical strength, assurance, approachability and the ability to lead effectively within demanding mandate, project and stakeholder structures.

Strong executives take responsibility visibly. They make clear decisions, create orientation and bring differing interests together into workable solutions. In professional services that means reconciling clients, teams and commercial objectives. In the public environment it means combining professional requirements, governance, communication and social responsibility reliably.

We fill key roles in consulting, auditing, law, finance, technology consulting, and in public-sector companies, associations, foundations, chambers, statutory bodies and related structures – for example divisional heads, project and programme leads, heads of HR, heads of finance and controlling, legal and compliance leads, heads of transformation and digitalisation, and those responsible for communications, strategy and governance.

Two people in an office corridor: a woman in a yellow sleeveless top wearing glasses holds a tablet and a pen; a man with a shaved head and dark full beard wears a teal shirt. Both are laughing, the woman looking slightly to the side, the man looking at her.

  • Executive management
  • Partners
  • Directors
  • Divisional heads
  • Project leads
  • Programme leads
  • Head of HR
  • Head of finance
  • Head of controlling
  • Head of legal
  • Head of compliance
  • Head of transformation
  • Head of digitalisation
  • Head of strategy
  • Head of communications
  • Governance leads

Experts & Professionals

Specialists in professional services, public-sector companies and organisations in the public environment safeguard professional quality, carry knowledge into the organisation and make complex processes manageable. They are the point of contact for clients, executives, teams, committees or public stakeholders – and in doing so shape their organisation’s impact well beyond their own specialist function.

Strong specialists combine deep professional competence with cross-functional thinking. They work independently, share their knowledge, create orientation and remain able to connect even as structures change.

In professional services this means professional excellence, client understanding and the ability to deliver in projects. In the public environment, an understanding of governance, reliability, strong communication and a sure hand with differing interests are added.

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  • Consultant profiles
  • Project managers
  • Strategy experts
  • Finance specialists
  • Controlling specialists
  • In-house counsel
  • Compliance specialists
  • Governance specialists
  • Public procurement specialists
  • Data protection experts
  • HR specialists
  • Transformation managers
  • Digitalisation experts
  • Communications experts
  • Specialist profiles for public-sector companies

Let’s talk about your key position in professional services

Dr Robert Philipp knows knowledge-intensive organisations, consulting, transformation and growth from his own management practice. Let’s establish which person combines professional excellence, client understanding and entrepreneurial impact within your organisation.

Speak directly with Dr Robert Philipp
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