From scaling software businesses to digital transformation in established enterprises, we recruit senior technology leadership for organizations operating across competitive international markets.
The technology sector across our markets has reached a level of maturity that fundamentally changes the senior hiring conversation. Five years ago, most technology leadership engagements were about importing capability that did not exist locally. Today, the conversation is increasingly about identifying the strongest leaders within an expanded local pool — and structuring engagements that can win them against well-funded global competitors.
We support software and SaaS businesses, fintech platforms, digital transformation functions inside enterprises, e-commerce operators, telecommunications technology teams, and emerging AI and data businesses. Our engagements range from CTO and CPO appointments through to engineering leadership, product leadership, commercial leadership, and the executive team appointments that determine whether a growth-stage business actually scales.
How the senior talent market is moving in this sector and what it means for boards and CEOs.
The defining feature of senior technology hiring is talent scarcity at the experienced layer. There are many strong engineers and product managers in our markets at the early and mid-career stages. There are far fewer executives who have led technology organizations at scale — meaning hundreds of people, multiple products, and the operating complexity of a business serving millions of customers. The candidates with that scope of experience are visible to every well-funded competitor simultaneously, which is what makes the engagement model decisive.
The diaspora dimension is also more pronounced in technology than in most sectors. A meaningful share of the most experienced senior technology leaders in our talent pool are diaspora professionals working in mature markets — the US, UK, Germany, Canada — who are open to repatriation under the right conditions. Engaging this pool well requires infrastructure that domestic-only search firms do not have.
Compensation expectations have also shifted. Equity-heavy packages, dollar-indexed total comp, and flexible work arrangements are now table stakes for senior technology hires, not differentiators. The boards that adapt to this reality move; the boards that benchmark only to local enterprise norms lose candidates late in process.
Typical senior roles we are engaged on across this sector.
Enterprise software, vertical SaaS, developer tools, and platform businesses scaling across multiple markets.
Payments, lending, banking-as-a-service, and embedded finance platforms operating at scale.
Online retail, B2B marketplaces, and platform businesses connecting buyers and sellers across geographies.
Senior digital and technology appointments inside established enterprises driving operational transformation.
Businesses building AI products or operating data-intensive functions, including specialised CDO and CAIO appointments.
Security-focused businesses and senior CISO appointments inside organizations operating under elevated risk exposure.
Our technology practice is led by partners with direct senior engagement experience in technology businesses — meaning we conduct briefings and candidate conversations as peers, not as generalist intermediaries. This matters because senior technology candidates evaluate the search consultant as a proxy for the client. A consultant who cannot hold a substantive conversation about platform architecture, product strategy, or scaling challenges loses access to the strongest candidates quickly.
We also invest disproportionately in diaspora engagement for technology mandates. The pool of senior African technology leaders working in mature markets is significant, and engaging them requires sustained relationship-building rather than transactional outreach. For clients open to relocation or hybrid arrangements, this is often the difference between a strong shortlist and a constrained one.