When the 2008 financial crisis hit, companies froze. Budgets were slashed, hiring was paused, and uncertainty dominated the market. For many in executive recruiting, it was a breaking point. But for us, it was a proving ground.

We didn’t panic — we pivoted. The strength of our retained model gave us stability that many contingency-based firms lacked. Our long-term client relationships and deep industry expertise allowed us to stay relevant even when searches slowed. We focused on adding value, advising clients on workforce strategy, and strengthening our candidate bench so we’d be ready when the market returned.

From Order-Taking to Strategic Advisory

This was the era when the role of a recruiter began to evolve. Clients weren’t just asking us to fill roles — they were looking for market insights, competitor intelligence, and workforce strategy. Search was no longer about “who do you know?” — it was about how well do you understand the business landscape and what’s coming next?

We leaned into that. We became true advisors, trusted by our clients to not only find leadership but guide the direction of their talent strategy.

Recruiting Trends:

• Hiring freezes and downsizing defined the market
• Demand grew for strategic, consultative recruiting partners
• Clients prioritized value, fit, and future-readiness over quick wins
• Candidate relationships became more long-term and career-focused

CPG During the Downturn: Value, Private Label, and New Priorities

The CPG world was shifting too. During the downturn, consumer behavior changed dramatically — value became king. Private label brands gained traction, and companies tightened portfolios to focus on core performers. Innovation slowed, but efficiency and cost leadership became paramount.

Talent needs reflected this new reality. Companies needed disciplined operators, turnaround experts, and leaders who could do more with less. Our deep bench of CPG talent — across functions and categories — gave us a unique ability to deliver.