Professional Services &
Public Sector

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

Professional services and public-sector organisations place very different demands on leadership and expertise. In consulting, auditing, law, finance and technology consulting, what counts is client understanding, project business, professional excellence and entrepreneurial thinking. In public companies and related institutions, governance, political sensitivity, procurement structures and the ability to manage diverse stakeholders are equally important.

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

That is where we come in: with direct approach, an established network and sound judgement on people who bring the right expertise, fit the culture and can carry responsibility in the given environment.

C-Level & Board

C-level and senior leadership roles in professional services, public-sector organisations and related institutions require strategic leadership, analytical strength and sound judgement on people, mandates and stakeholders.

Leading in this environment means balancing commercial objectives, professional excellence, governance, public responsibility and demanding communication. What matters is not only planning change, but embedding it internally and externally in a way that lasts.

Strong leaders combine analytical clarity with relational intelligence. They make decisions that are professionally sound, commercially viable and appropriate for the environment they operate in. Their authority comes from trust, reliability and the ability to bring different interests together with confidence.

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

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Management & Leadership

Leaders in professional services, public-sector organisations and related institutions are responsible for projects, develop teams and steer complex processes — often all at once. What counts is analytical strength, confidence, approachability and the ability to lead effectively in demanding client, project and stakeholder environments.

Strong leaders take visible responsibility. They make clear decisions, provide direction and bring different interests together into workable solutions. In professional services, this means aligning clients, teams and commercial objectives. In the public-sector environment, it means combining professional requirements, governance, communication and social responsibility in a reliable way.

We fill key roles in consulting, auditing, law, finance, technology consulting, and in public-sector organisations, associations, foundations, chambers, statutory bodies and related institutions — 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 roles 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 organisations and related institutions safeguard professional quality, bring knowledge into the organisation and make complex processes manageable. They act as points of contact for clients, leaders, teams, committees and public stakeholders — shaping the organisation’s impact well beyond their own specialist function.

Strong specialists combine deep expertise with cross-functional thinking. They work independently, share knowledge, provide direction and remain effective even as structures change.

In professional services, this means professional excellence, client understanding and the ability to deliver in project environments. In the public-sector context, governance understanding, reliability, strong communication and confident handling of different interests are equally important.

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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 experience. Let’s clarify which person combines professional excellence, client understanding and entrepreneurial impact in your organisation.

Speak directly with Dr Robert Philipp
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