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Reo Executive
Reo Group Executive Search

Leaders who
leave long
shadows.

Australia's premium retained executive search practice. Boutique quality. Corporate scale. Evidence-based rigour at every stage.

500+
Placements since 2019 in Exec Search
94%
Still in role at 24 months
92%
Clients return for the next mandate
75%
Mandates at C-1 level
4
Weeks to longlist
All executive search mandates are partner-led
Strong representation in C-1 and high-end talent success
C-Suite, C-1 and Board Specialists
Hogans Certified Partners
"Chiefs have to set direction, align and mobilise leaders, and manage themselves in change. Their self-mastery is central to their effectiveness."
Stella Petrou Concha, CEO

We put people first.
We create value through people.

In the most challenging talent market in decades, selecting the right leaders has never been more critical. Reo Executive brings a powerfully human approach to every mandate — backed by evidence, not instinct.

01
Evidence-based. Not gut feel.
Our Profile 360™ methodology removes unconscious bias from every search, replacing instinct with structured evidence across qualitative and quantitative inputs.
02
Senior partner involvement. Always.
Every mandate is led by an Executive Director with direct industry expertise. In collaboration with Research Partners, your mandate will be managed by one of our seasoned partners.
03
Boutique quality. National scale.
Think like a boutique. Act like a large corporate. 1,000+ placements across Australia, with the personalised service and accountability to both the candidate and the client.

What leadership challenge
are you solving?

Start where you are — by the kind of business you're building, or the industry you operate in.

Private Equity

Value-creation leadership across the investment lifecycle, board to C-suite.

Enquire →

Founder-Led & Scaling

The first external executives for businesses moving beyond the founder.

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ASX-Listed

Board and C-suite appointments under public-market scrutiny.

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Multinational & Global

Local leadership for global organisations entering or scaling in ANZ.

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For Executive Candidates

Most of our appointments are made by approach, not application.

If you're a senior leader open to the right confidential conversation, introduce yourself — discreetly. We'll be in touch when the right mandate aligns with your profile.

An Australian boutique
that does all of this.

Senior Partner Involvement at Every Stage

Your Executive Director is present from mandate design through to offer negotiation. No hand-offs. No juniors running your search.

Evidence-Based Search Methodology

Profile 360™ combines diagnostic tools, competency frameworks, and structured assessment to deliver shortlists based on evidence, not chemistry.

Industry-Leading Delivery Times

Longlist in 4 weeks. Preferred candidate in 8 weeks. We measure ourselves against these benchmarks on every retained mandate.

D&I Built Into the Methodology

Diversity is not a box we tick at the shortlist. Our evidence-based process removes unconscious bias at source — at the mandate design stage — and we challenge selection panels to reflect diverse representation.

Board Search & NED Advisory

Chair, Non-Executive Director, and Independent Director search led personally by Stella Petrou Concha — with board composition advisory, succession planning, and psychometric assessment for governance contexts.

Founders Still In the Business

Stella Petrou Concha and Marcelo Concha co-founded Reo Group in 2010. Stella remains actively involved in leading Executive Search.

National Coverage

With offices in Sydney. Parramatta. Adelaide. Perth, Reo Executive operates nationally with local market depth in every major Australian market.

500+ Executive Search Placements. 17+ Years in Industry.

500+ executive search placements made since 2019. Coupled with over 17 years in the recruitment industry, our network is not theoretical — it is a live, trusted ecosystem of senior executives across every major industry in Australia.

HiveQ

Reo Executive offers selected executives the opportunity to join HiveQ, Australia's premier C-suite executive development community. Members develop alongside senior executives from ASX-listed, multinational, private equity and growth companies through curated peer forums and executive masterclasses.

Trusted by Australia's leading organisations

The leaders who keep
getting better
are the ones who
invest in themselves.

Finding the right leader is only half the equation. The other half is what that leader does with themselves — how they develop, how they think, how they perform under pressure, how they navigate the complexity of the organisations they lead.

Reo Executive offers selected executives the opportunity to join HiveQ, Australia's premier C-suite executive development community. Members develop alongside senior executives from ASX-listed, multinational, private equity and growth companies through curated peer forums and executive masterclasses.

In addition to community-based continuing professional development, Reo Group also offers structured leadership programs for executives, including leadership evaluation, team alignment, succession planning and cultural development programs.

Peer Advisory

HiveQ — C-Suite Peer Advisory Groups

HiveQ is an executive development community for C-suite leaders, board members and C-suite-minus talent. Members refine their leadership and build authority alongside a trusted tribe of peers with the lived experience to challenge and sharpen them.

Visit HiveQ →
Self-Mastery

The Intelligence of Self-Mastery

Drawing on 25+ years of consciousness work, Stella Petrou Concha has developed a framework for self-mastery as a trainable leadership skill — not a personality trait. Based on her book Stone Heart Light Heart, this work equips leaders to perform at their peak under the conditions that matter most.

Stella's Framework →
Leadership Consulting

Executive Coaching & Team Development

Bespoke executive coaching, leadership evaluation, team alignment, succession planning, and cultural development programs — designed for organisations that know the performance of their leadership team is the most important variable in their business.

Leadership Consulting →
Psychometric Intelligence

Hogan Assessment & Development

Beyond appointment — Hogan assessments used as development tools help leaders understand their derailers, motivations, and blind spots before they become performance problems. Used by 75% of the Fortune 500 for exactly this reason.

About Hogan →
Laramba Computer Room — CAYLUS
Elevate a Nation

One placement.
50 days of education.
A lifetime of potential.

Every time we place a candidate, Reo Group gives the equivalent of 50 days of technology education to remote Aboriginal communities across Central Australia — through B1G1 and our on-the-ground partner CAYLUS.

Donate to CAYLUS →

A class-leading practice built on personal accountability.

Founded in 2010 by Stella Petrou Concha and Marcelo Concha, Reo Group has grown from a Sydney specialist into a national, multi-disciplinary professional services firm. Our Executive Search practice is built on the same founding philosophy: a powerfully human approach to talent, backed by evidence and delivered with integrity.

Stella Petrou Concha — The quality of your leadership is inseparable from the quality of your self-awareness.

Built from the ground up.
On purpose.

Stella Petrou Concha is CEO of Reo Group, a published author, and a recognised voice in the leadership and people development space across Australia. Her career began in medicine, but she quickly recognised that the clinical dynamic would never satisfy her deeper goal: to help people on a profoundly personal level. She found that alignment in the recruitment and human capital sector, and in 2010 co-founded Reo Group with Marcelo Concha — built from a single office with no external backing into a national, multi-disciplinary professional services firm.

Stella chairs CEO consortiums and advises C-suite professionals and boards across Australia and internationally. She was named an EY Entrepreneur of the Year 2026 finalist and selected for the EY Entrepreneurial Winning Women Asia-Pacific Class of 2026 — recognised for impact and growth ambition across the region. She sits on the Industry Advisory Board for the University of Technology Sydney's Transdisciplinary School of Creative Intelligence & Strategic Innovation, and the Course Advisory Committee for TAFE NSW Higher Education, contributing to the development of future-focused programs that integrate leadership, innovation and applied learning. She consults with business schools and serves as a strategic advisor to industry boards and multinationals.

As an INSEAD alumnus and published author of Stone Heart Light Heart: The Intelligence of Self Mastery, Stella brings a rare depth to executive search — the conviction that leadership quality is inseparable from self-awareness. In her role as Chief Executive of Reo Group, she works directly with boards, C-suite executives and senior managers as an Executive Search Partner, placing highly skilled, purpose-led leaders. She is a respected business school guest lecturer and leadership authority in human development across the talent life cycle — from the university classroom to the executive boardroom. She leads Reo Executive personally, in the belief that the right leaders make everything better.

Milestones
2010
Founded Reo Group
Co-founded with Marcelo Concha with a vision to elevate human potential.
2019
Reo Group Executive Search launched
Establishing a dedicated retained search practice within the broader Reo Group.
2020
Reo Group National Expansion
Sydney. Parramatta. Adelaide. Perth.
2021
Published Stone Heart Light Heart
The Intelligence of Self Mastery
2022
Co-founded HiveQ with Gerhard Beukes
A curated C-suite peer advisory community.
2024
Launched Reo Group Professional Services
ICT solutions
2025
Acquired Estelle Recruitment
A boutique specialised HR practice
2026
EY Entrepreneurial Winning Women — Asia-Pacific
One of four Australian women selected across 12 APAC countries.
2026
EY Entrepreneur of the Year Finalist
One 6 Eastern Seaboard winners
2026
Prelaunch the book Succession, What Will Get You Hired and Fired in C-suite
An advisory practice on the succession of C-suite

Evidence-based recruitment. Rigour at every stage.

Our Profile 360™ methodology removes unconscious bias and replaces gut feel with structured evidence. Across four distinct phases, we build a complete picture of your talent lifecycle, the role requirements, and the attributes of the right candidate.

Four phases. Complete clarity.

1
Insight

Understand the Brief

Our talent diagnostic tools allow us to unpack potential risks and take a step back to consider the broader end-to-end talent management cycle, ensuring you are set up for success before we begin the search.

Profile 360 Talent Diagnostic
100pt Checklist
Talent Readiness Review
2
Influence

Design the Role

We help you design the role precisely, ensuring responsibilities and outcomes are clearly aligned back to your business strategy. The detailed description then creates the benchmark to measure your candidates.

Profile 360 Needs Map
Critical Success Factors
Strategy Alignment
3
Identify

Find the Right Talent

Candidates most closely aligned with your business needs are presented for selection, alongside evidence that allows you to make an informed choice based on more than just gut feel. Every candidate is graded on key competencies.

Profile 360 Brand Map
Profile 360 Matrix
360 Executive References
Hogan Assessment
4
Integrate

Secure Success

We set your new starter up for success by supporting your onboarding and providing clarity of expectations. Regular check-in calls, a 90-day plan, and a 60-day health check ensure smooth integration.

Profile 360 Health Check
Profile 360 Onboard
90-Day Plan
60-Day Check-In
Typical Search Timeline — Industry-Leading Delivery
Week 1–2
Mandate design, role brief, search strategy
Week 3–4
Market mapping, candidate identification, outreach
Week 4
Longlist presented to client
Week 5–7
Client interviews, assessment, shortlist
Week 8
Preferred candidate, offer negotiation

The search behind the search.

Market Intelligence

Our Executive Research Partners conduct original research into target organisations, competitor mapping, and industry intelligence to identify candidates who are not on the open market.

  • Competitor and target organisation analysis
  • Passive candidate identification and outreach
  • Industry network intelligence and referrals
  • Digital and social media footprint review

Assessment & Verification

We apply competency-based interview techniques trained in unconscious bias awareness, with structured grading against agreed criteria for every candidate presented.

  • Structured competency-based interviews
  • Hogan psychometric assessments
  • 360 Executive Reference Checks
  • Academic and credential verification

Confidentiality

All mandates can be conducted under full confidentiality until the client has agreed to proceed to interview. Selected candidates can be asked to sign NDAs. Reo Executive's offices are available for confidential candidate interviews.

Weekly Updates & Transparency

We provide weekly updates throughout the process — covering scope and scale of research activities, candidate interest, market feedback, and any intelligence that could influence the brief. No surprises. Full transparency.

Know your leaders. Before you appoint them.

Reo Executive is accredited in Hogan Assessments — the gold standard in executive psychometric evaluation, used by 75% of the Fortune 500. We tailor the right instrument to the right level, from board effectiveness reviews through to emerging leader development.

01 · Board Assessment

Board Effectiveness & Performance Review

A structured 360-style survey built on the PBC three-pillar model — Performance, Culture, and Oversight — designed to give boards clear, evidence-based feedback on how they are performing against the competencies that matter most.

  • Three-pillar framework: Performance, Culture, Oversight
  • Minimum 5 evaluators; 2-week data collection window
  • Quantitative theme and item rankings with distribution analysis
  • Verbatim qualitative comments and optional facilitated debrief
  • Typical use: board effectiveness reviews, governance audits, succession planning
02 · CEO & C-Suite Psychometric Testing

Senior Executive Assessment — LFS & HBRI

For boards, CEOs, and senior leaders facing high-stakes selection, onboarding, or development decisions. Combines the Hogan Leadership Forecast Series with the Hogan Business Reasoning Inventory to give a full view of leadership capability and cognitive style.

  • Leadership Forecast Series (LFS): Potential, Challenge, Values, Flash, Coaching and Summary reports — a complete personality profile
  • Hogan Business Reasoning Inventory (HBRI): 24-item measure of qualitative and quantitative business reasoning; 30-minute assessment
  • Suitable for: selection, onboarding, development programs, team building
  • Individual feedback by a Hogan-certified practitioner
  • Reports delivered within standard turnaround; coaching follow-on available
03 · C-Minus-One Psychometric Testing

Emerging & Senior Leader Assessment — HBRI & Insight

For the layer below the C-suite — the emerging and senior leaders who will shape the organisation's future. A lighter, development-focused package that still carries the scientific rigour Hogan is known for.

  • Hogan Business Reasoning Inventory (HBRI): Measures problem-solving approach and capacity for new information
  • Hogan Insight Series: Derived from HPI, HDS and MVPI — tailored for emerging and mid-level managers
  • Applications: selection, talent pipeline development, team building
  • Includes discussion points for development conversations and interview context
  • Individual and group debrief materials available
04 · 360 Executive References

Structured Evidence-Based Reference Interviews

A structured reference methodology that goes beyond the traditional check — gathering evidence-based feedback from multiple stakeholders across an executive's network to validate assessment findings and surface what psychometrics alone cannot.

  • Structured question framework mapped to role competencies
  • Multiple stakeholder perspectives across the executive's network
  • Competency-based evidence gathering and red-flag identification
  • Can be deployed alongside Board Assessment, C-Suite or C-1 testing
  • Themes and insights synthesised into a consolidated reference report

When you need a leader on the ground now.

Sometimes a retained search — however fast — isn't fast enough. A critical departure, a transformation that can't wait, a capability gap that's costing the business every week it goes unfilled. That's where interim comes in.

Reo Executive places senior interim executives across all C-suite and C-1 functions — drawing on the same network that powers our permanent search practice. Every candidate has been personally assessed by an Executive Director. We can have shortlisted candidates in front of you within 48–72 hours.

Leadership Transitions

CEO, CFO, or CTO departures — planned or unplanned. An interim leader stabilises the business while the permanent search runs in parallel.

Transformation & Change

Digital transformation, ERP implementation, finance system overhauls, post-merger integration — projects that need a seasoned leader for a defined period.

Mergers & Acquisitions

M&A activity creates immediate demands on finance, operations, and people functions that existing teams often can't absorb. Interim leaders bridge the gap.

Capability Gaps

Specific expertise needed for a defined period — a CFO for a listing, a CIO to lead a cyber uplift, a CHRO to embed a new people strategy.

Parental Leave & Extended Absence

Covering senior executive absences with leaders who can step in at full operating capacity from day one.

The full spectrum of leadership.
C-suite to C‑1.

75% of our mandates are at C-1 level. We apply the same rigorous search methodology to senior management roles as we do to Chief Executives — because investing in aspiring leaders is as important as appointing the right chiefs.

Finance

Finance & Accounting

Partnering with Boards, CEOs and CHROs to appoint transformational finance leaders across Australia's most complex organisations.

CFO
Finance Director
Financial Controller
GM Finance
Head of FP&A
Commercial Director
Head of M&A
Treasury
Technology

Technology & Digital

As organisations accelerate digital transformation, AI adoption, and cyber resilience, technology leadership has never been more strategically critical.

CIO
CTO
CISO
CDO
Head of Cyber
Head of Data
Head of Architecture
Head of ERP
Insurance & Financial Services

Insurance & Financial Services

Deep specialist knowledge across commercial, corporate, and specialty insurance — from mutuals to global underwriting agencies and major insurers.

CUO
CBO
CCO
Chief Actuary
Head of Underwriting
Head of Claims
Head of Portfolio
Human Resources

People & Culture

Identifying transformational people leaders who can build the cultures, capabilities, and talent systems that high-performing organisations demand.

CHRO
CPO
HR Director
Head of Talent
Head of P&C
DE&I Leader
Commercial

Marketing, Sales & Customer

Placing commercial leaders who understand growth, brand, and the customer — from Chief Marketing Officers to Sales Directors driving revenue transformation.

CMO
Sales Director
Commercial Director
Head of Marketing
Head of Digital
Head of Brand
Head of Customer
Operations

Supply Chain & Operations

Connecting organisations with COOs, Supply Chain Directors, and Operations Generals who drive efficiency, resilience, and commercial outcomes.

COO
Supply Chain Director
Operations Director
Head of Logistics
Country Manager
State Manager
Strategy & Transformation

Strategy & Transformation

Partnering with Boards, private equity, and executive teams to identify leaders responsible for driving enterprise-wide transformation, commercial performance, and strategic growth.

CSO
CRO
Head of PMO
Corp Dev Manager
Head of Strategy
Head of Sustainability
CEO & General Management

CEO & Managing Director

Our most senior appointments — working directly with Boards and private equity to identify Chief Executives and Managing Directors who set the direction, culture, and commercial trajectory of the organisations they lead.

CEO
Managing Director
General Manager
Country Manager
Board Governance

Board Search & NED Advisory

All board mandates are led personally by Stella Petrou Concha. Chair, NED, and Independent Director appointments across ASX-listed, private equity, private family office, NFP, and government organisations. Board composition advisory, succession planning, and Hogan psychometric assessment for governance contexts.

Chair
Non-Executive Director
Independent Director
Board Advisor
Board Composition Advisory
Succession Planning

Senior partners. Every mandate. No exceptions.

You work with the partner who won your mandate — from the first conversation to the final offer. Every member of the Reo Executive team brings direct industry experience and personal accountability.

SPC
Stella Petrou Concha
Co-Founder & CEO
Specialises in: CEO | Board | CFO | CIO | CHRO
Stella is Co-CEO of Reo Group and co-founder of HiveQ — Australia's leading C-suite peer advisory community. With over 20 years partnering with boards, C-suite, and senior leaders across ASX-listed, private equity, and private family office firms, Stella specialises in CEO, Board, and senior appointments across finance, technology, and HR. An author, speaker, and EY Entrepreneurial Winning Women 2026 selectee, Stella brings a depth of commercial and human intelligence to every mandate she leads.
RM
Raghav Mehta
Executive Director — Finance
Specialises in: CFO | GMF | Finance Leadership
Raghav is a deeply knowledgeable partner and trusted advisor to C-suite executives and senior HR leaders, with 16+ years at Reo Group. A specialist in CFO appointments and their direct reports, Raghav has experience across all stages of the growth spectrum — from pre-revenue start-ups to global organisations entering the Australian market, and companies approaching IPO. His network across the Australian CFO and General Counsel community is unmatched.
DK
David Khadi
Executive Director — Growth
Specialises in: CEO | COO | CMO | CPO | CRO
David is a seasoned executive search professional with over 20 years of experience. His in-depth understanding of recruiting from CEO to functional head level has made David a trusted partner across a broad range of clients — from SMEs to global organisations. David's functional specialties span Marketing, Sales & Customer, Strategy, and Supply Chain & Operations, with particular strength in growth mandates for organisations at inflection points.
JA
Jonathan Attwood
Executive Director — FSI & Insurance
Specialises in: CUO | CBO | CCO | CINO | Chief Actuary
Jonathan is a proven leader in insurance search and selection. Curating a large network across the commercial, corporate, and specialty insurance industry, Jonathan is across industry movements at a global level — making him perfectly placed to deliver high-quality shortlists of executives across multiple unique classes of business. Jonathan also excels in succession planning and future-proofing
PM
Phil Martin
Executive Director — Technology
Specialises in: CIO | CTO | CISO | CDO
Phil is an expert in the technology sector with over 15 years delivering mandates across Australia and beyond. CIO, CTO, CISO, and CDO are all critical hires as organisations turn their focus to required to steer technology teams into the future, and brings both depth of specialist network and market intelligence to every technology mandate.
TM
Tom Moore
Executive Director — South Australia
Specialises in: CFO | COO | GM — Adelaide & SA
consistently delivering exceptional results for clients across Greater Adelaide. Tom's core focus in Finance is complemented by proven experience across Sales, Marketing, Technology, and Banking — making him a versatile and genuinely trusted search partner for the South Australian executive market.
Clare Zizza
Clare Zizza
Executive Search Research Partner
Specialises in: Market Intelligence | Talent Mapping | Executive Research
Clare is Reo Executive's Strategic Research Partner, bringing deep expertise in executive-level market intelligence, talent mapping, and candidate identification. Clare's research capability is foundational to every retained mandate we run — her work ensures our Executive Directors walk into every search with comprehensive market coverage and a pipeline of passive candidates that no job advertisement could reach.
Swati Kumar
Swati Kumar
Executive Search Research Partner
Specialises in: Market Mapping | Candidate Identification | Executive Research
Swati brings over 15 years of executive search experience across India, Dubai, and Australia. She has built deep expertise in market mapping and candidate identification, supporting senior executive mandates across multiple sectors and geographies. Her global perspective and rigorous research methodology ensure comprehensive market coverage and precise candidate targeting for every retained search.

Mandates delivered. Evidence on record.

Every search is different. Every outcome is measurable. Below is a selection of recent mandates that illustrate how we approach complex, high-stakes executive appointments.

Finance | ASX-Listed

General Manager, Finance

Bapcor — $2B ASX-Listed Automotive Aftermarket
15
Candidates Formally Assessed
6
Interviewed by Client
5
Weeks to Shortlist
Bapcor was transforming its financial systems for sustained growth and needed a strong Deputy CFO — a C-1 role designed as a deliberate pathway to the Group CFO position. Challenges included negative market perception, non-competitive remuneration, and timing conflicts with year-end reporting cycles. We repositioned the role from Group Financial Controller to Deputy CFO, elevated the scope and remuneration, and engaged a candidate after four separate approaches.
Lead: Raghav Mehta, Executive Director — Finance
Finance | Retail | International

Chief Financial Officer

STRAND — $480M Retailer, 97-Year Legacy
5
Candidates Formally Assessed
5
Interviewed by Client
4
Weeks to Shortlist
STRAND required a Global CFO to transform finance into a commercial enabler, supporting international expansion into the UK via Antler and driving a shift from manual reporting to data-driven strategic advisory. We identified an accomplished CFO with multinational retail leadership across finance, technology, property, and strategy — with a clear CEO trajectory.
Lead: Stella Petrou Concha, CEO
Technology | Retail

Chief Technology Officer

STRAND — $480M National Retailer
150
Candidates Formally Assessed
7
Interviewed by Client
5
Weeks to Shortlist
STRAND sought a CTO to develop and execute a three-to-five-year technology roadmap, modernise the technology ecosystem, and transform the e-commerce customer journey. A nationwide search across Tier 1 and Tier 2 retail brands identified a candidate with 10+ years of C-suite technology leadership — with proven success in ERP implementation, EBIT delivery, and cross-functional transformation.
Lead: Stella Petrou Concha, CEO & Phil Martin, Executive Director
Finance | Insurance | Confidential

Chief Financial Officer

High-Profile Mutual Insurer
19
Candidates Formally Assessed
6
Interviewed by Client
4
Weeks to Shortlist
A high-profile Mutual engaged us in July 2024 to replace a CFO retiring at year-end, with the brief requiring overlap with renewal, reinsurance, and budgeting cycles. Every unsuccessful candidate received a personalised call from the Executive Director explaining the outcome — a standard Reo Executive practice. Two candidates were taken to Board level. The new CFO started two months before the incumbent's retirement date.
Lead: Jonathan Attwood, Executive Director — FSI
Insurance | Global Search

Chief Underwriting Officer

Major International Underwriting Agency (400+ staff)
14
Candidates Formally Assessed
3
Interviewed by Client
5
Weeks to Shortlist
A global underwriting agency needed to consolidate two CUO roles into one — a candidate who could manage across Portfolio, Product, Pricing, and Underwriting, and influence at CEO and CFO level. A global search across Australia, New Zealand, China, Vietnam, London, and Singapore identified an Australian citizen overseas serving as Chief Technical Officer for a major insurer's region. The appointed CUO transformed internal relationships, took over actuarial responsibilities, and is now operating in an expanded mandate over a year later.
Lead: Jonathan Attwood, Executive Director — FSI
Aerospace | Global MNC

Managing Director — Australia

Safran — Global Aerospace & Aviation Equipment Leader
82
Candidates Formally Assessed
8
Interviewed by Client
4
Weeks to Shortlist
Safran Australia needed a new MD to report to the incoming Asia-Pacific CEO — tasked with driving commercial growth, resolving post-COVID supply chain issues, and rebuilding ELT alignment following a broad restructure. A targeted national search focused on aviation, helicopter, and MRO expertise. The appointed MD doubled revenue through defence contracts, expanded commercial portfolios, and drove cultural alignment across the team.
Lead: David Khadi, Executive Director — Growth
Marketing | Defence & Aerospace

Group Marketing & Communications Manager (C-1)

ASDAM Group — Marand, Levett, Rosebank, TAE Aerospace
10
Candidates Formally Assessed
6
Interviewed by Client
4
Weeks to Shortlist
ASDAM Group sought a C-1 Marketing & Communications Manager to unify brand presence across four defence and aerospace businesses — with a clear succession path to the C-suite. The role required deep experience in defence sector communications, high-profile event management (Avalon Airshow, Land Forces), and strategic brand leadership. A highly experienced leader was placed with expertise across superannuation, energy, automotive, and retail sectors — with strong B2B and B2C capabilities. Gender diversity metric: 66% female shortlist.
Lead: David Khadi, Executive Director — Growth

Intelligence from the market. Perspectives on leadership.

Salary guides, market intelligence and division-level perspectives from the Reo Group leadership team.

Operations & Safety

Safety Failures Are Now Criminal. That Changes Who You Hire.

Industrial manslaughter is now criminal in every Australian state and territory, and psychosocial duty is enforceable. David Khadi on why the operations and safety hire has changed.

Published by David Khadi
Insurance & FSI

The 2030 Retirement Cliff: Why Insurance Leadership Is the Real Exposure

Close to 30% of the Australian insurance workforce will reach retirement age by 2030. Jonathan Attwood on why succession has to become live market intelligence.

Published by Jonathan Attwood
Finance & Accounting

The CFO Market in 2026: What Boards Need to Know

Demand for CFOs with genuine transformation credentials is outpacing supply across every major Australian market.

Published by Raghav Mehta
Insurance

The Global Insurance Talent Shortage: An Australian Perspective

Specialist insurance executives are in shorter supply than at any point in the past decade. Jonathan Attwood examines the structural causes and what insurers can do to compete.

Published by Jonathan Attwood
White Paper · Market Intelligence

From Hierarchies to Human-AI Enterprises

How the shift from traditional organisational structures to human-AI enterprises is reshaping executive leadership and talent strategy.

Download PDF →
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Market Insights · FY25/26

Finance & Accounting Market Insights FY25/26

Benchmark salaries, hiring trends and market commentary across Australian finance and accounting roles, from transactional through to CFO.

Download PDF →
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Salary Guide · 2026

Supply Chain, Operations & Manufacturing Market Insights & Salary Guide 2026

The full picture of remuneration and demand across supply chain, operations and manufacturing leadership in 2026.

Download PDF →
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Salary Guide · 2026

Sales & Marketing Insights Guide 2026

Market intelligence and salary benchmarks across commercial leadership — sales, marketing, customer and growth functions.

Download PDF →
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Salary Guide · 2026

Technology & Transformation Talent Insights Guide 2026

Where the technology and transformation market is heading in 2026 — salaries, scarcity, and the leadership profiles in demand.

Download PDF →
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Safety Failures Are Now Criminal. That Changes Who You Hire.

For most of my career, safety in manufacturing and logistics was measured in hard hats, machine guards and days since the last incident. That version of safety still matters, but it no longer describes the risk a business actually carries in 2026. The law has moved, and most position descriptions have not caught up.

Here is what changed. Industrial manslaughter is now a criminal offence in every Australian state and territory, after New South Wales and Tasmania closed the gap in 2024. An officer found to have caused a worker's death through negligence can face up to 25 years in prison, and a company can be fined more than $18 million. Safety has gone from a support function to a personal liability that sits with the people running the business.

The risk widened while you weren't looking

The other shift is psychosocial. Every Australian jurisdiction now requires employers to manage psychosocial hazards such as excessive workload, bullying and poor change management, with Victoria the last to come on board in December 2025. In New South Wales it goes further. From 1 July 2026, the Codes of Practice become legally enforceable, which means a regulator no longer has to prove that harm occurred. Falling short of the Code can itself be the breach.

This is already being enforced. In September 2025, SafeWork NSW issued a prohibition notice to a Sydney university, pausing planned staff reductions because of the risk of psychological harm. Read that again. A regulator stopped a restructure on safety grounds.

Why this comes back to who you hire

Most businesses will respond by writing a new policy. The real exposure sits in who is accountable for it.

If your safety coordinator reports to a production manager whose only KPI is throughput, you have built a conflict of interest into your structure. When output and safety compete, output usually wins, and that trade-off now carries criminal weight. The businesses getting this right are giving safety and risk leadership genuine independence and a direct line to the board. Independence is not a courtesy to the safety team. It is the control that stops a commercial decision from quietly overriding a legal duty.

That raises the bar on the hire. The person you need can read a guarding standard, a fatigue risk and a bullying complaint, translate all three into board-level language, and hold their position when the pressure is on. That blend of physical and psychosocial fluency is rare, and the shortlist for it looks nothing like the one you used in 2021.

The takeaway

If you are hiring into operations, safety or risk leadership this year, stop asking who can manage the function and start asking who can carry the accountability. That is a different person, and they are assessed against different evidence.

We measure a placement at the two-year mark rather than the day someone signs, because that is the horizon where a leadership hire either protects the business or quietly exposes it. In a market where the cost of the wrong appointment is now measured in liability, that is the only timeframe worth hiring against.

Reviewing your operations structure before your next hire?

It is worth a conversation first. David Khadi leads our Supply Chain, Operations & Manufacturing practice.

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The 2030 Retirement Cliff: Why Insurance Leadership Is the Real Exposure

The Australian insurance market spends a lot of energy on emerging risk: climate volatility, cyber, the effect of AI on pricing. The risk that worries me most is more prosaic, and it is sitting inside our own businesses. The Insurance Council of Australia estimates that close to 30% of the current workforce will reach retirement age by 2030. The sector already skews old, with 58% of employees over 45 and only 18% under 34.

Most commentary treats this as a general staffing problem. From where I sit, placing leaders across the industry, the sharper exposure is at the top.

What actually walks out the door

When a senior insurance leader retires, you do not just lose a headcount. You lose judgement that was never written down. The instinct for risk selection, the read on the nuances of a broker, the pricing memory of how a portfolio behaved through the last soft market. That knowledge is tacit, and it does not transfer through a two-week handover.

This is why the talent gap has become a continuity issue rather than an HR line item. A Gallagher Bassett study found that 92% of Australian insurers say a shrinking talent pool is already affecting their ability to manage claims and grow, well above the global average. Workforce has climbed from the seventh-ranked concern for Australian insurers in 2025 to the third in 2026. The market has noticed.

Succession planning has to become market intelligence

Most boards I speak to have a succession plan. Usually, it is a list of internal names against senior roles. In a market this tight, a list of names is closer to a wish than a strategy.

The businesses protecting themselves are doing something closer to live talent mapping. They know who the genuine successors are inside their own walls, and they know who the credible external candidates are across the market, by name, before the seat is empty. They understand where their bench is thin, particularly in the lines where the growth sits, such as emerging and specialty risk, where the experienced cohort is smallest. And they have tested whether their proposition can actually attract those people when it counts.

And then there is the issue of leadership. So many CEOs I speak to share concerns about genuine leadership ability in the emerging layer of talent, it's something that is too often overlooked. Professionals being promoted for being exceptional producers into a role where they struggle to inspire, coach, mentor and manage effectively. Identifying leadership traits early and developing them is critical to succession planning in our industry.

That is the difference between reacting to a resignation and pre-empting one.

The single-point-of-failure problem

There is a related risk worth naming. Many insurers and agencies carry one leader who holds the key carrier or broker relationships and the technical history of a book almost entirely on their own. It works beautifully until it doesn't. When that person leaves, a genuine market edge leaves with them.

Building resilience means making sure critical knowledge and relationships sit across a team rather than in a single head. That is a deliberate design choice, and it is far easier to make two years out than two weeks out.

A question for your board

If your chief underwriting officer resigned tomorrow, would your plan B be a verified market map or a gut feel?

I would put three questions to any insurance leadership team this year:

How much of your institutional memory sits inside the 36-month retirement window? Where is your bench genuinely thin, and are those the lines you are growing into? Does your offer still match what the market pays, or are you losing your shortlist at the final stage?

The industry has six years of warning on this one. The firms that treat it as a strategic question now, rather than a vacancy to fill later, will be the ones still holding their portfolio memory in 2030.

Pressure-test your succession plan against the market.

Jonathan Attwood leads our Financial Services & Insurance practice.

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The CFO Market in 2026: What Boards Need to Know

Demand for CFOs with genuine transformation credentials is outpacing supply across every major Australian market. The role boards are briefing in 2026 looks very different from the one they were briefing in 2020, and the candidate pool that can actually deliver it is narrower than most directors realise.

What boards are actually asking for

The brief used to centre on reporting integrity, cost discipline and stewardship of the balance sheet. Those remain table stakes. What has changed is the expectation that the CFO will own enterprise transformation, technology-enabled finance, data and AI-led decision support, capital strategy, and increasingly ESG and climate disclosure.

The research bears this out. In Deloitte's most recent CFO survey, half of finance leaders named digital transformation of finance as their single top priority for the year, and more than half pointed to embedding AI agents into the function. A McKinsey study found over 70% of CFOs now carry direct responsibility for digital transformation, and more than 60% lead or co-lead ESG. The remit has widened faster than the talent market has been able to deepen.

The supply problem

The pool of CFOs who have led a full-cycle ERP modernisation, navigated a private-to-public transition, or stood up a finance operating model that genuinely supports the business is small. Most are retained by their current businesses, or have moved into private-equity-backed mandates where the upside is significant.

The numbers around movement tell the story. Average CFO tenure has shortened to under six years, the majority of incoming CFOs are now promoted from within, and when boards do hire externally, around 80% of those appointments already held a CFO title. Add a workforce under strain, with roughly a third of mid-market CFOs reporting they have considered leaving the seat, and Robert Half finding that 61% of finance hiring managers say skilled talent is harder to find than a year ago. When boards open a search, they are competing in a far narrower field than they expect.

There is a structural shift underneath all of it. The market is concentrating value at the top of the finance function while automation presses on the roles beneath it, which makes the genuinely strategic CFO both scarcer and more expensive.

What we are telling boards

Three things.

First, be honest about the brief. A steward CFO and a transformation CFO are different people with different track records. Deciding which one the business actually needs, before the search begins, saves months of wasted shortlisting.

Second, look one layer below the obvious profile. Some of the strongest CFO appointments we have made in the past 18 months came from divisional CFOs, transformation leaders and Big Four partners who never made a director's first list.

Third, move quickly. For the credentials boards say they want, the market clears in weeks rather than months.

How we help

We map the market before we run the search. That means a clear view of who is genuinely capable, who is quietly open to a move, and what it will take to attract them, built before the role is briefed rather than after the seat falls empty. The strongest appointments almost always begin as early, confidential conversations with people who are still happily employed.

If you are planning a CFO appointment in the next 12 months, the mapping work starts now.

Raghav Mehta leads our Finance & Accounting practice.

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The Global Insurance Talent Shortage: An Australian Perspective

Specialist insurance executives are in shorter supply than at any point in the past decade. The shortage is global, but the Australian market feels it sharply because the cohort is small to begin with and the lines that are growing, cyber, climate, specialty, are precisely the lines where experience is thinnest.

The structural causes

Three forces are converging. The post-GFC slowdown in graduate intake has produced a missing generation of mid-career underwriters and claims leaders. Retirement of the experienced cohort is accelerating. And the lateral pool, leaders moving between carriers, brokers, MGAs and agencies, is being competed for by London, Singapore and Bermuda, all of whom pay in stronger currencies.

What insurers can do

Three things. First, treat senior succession as live market intelligence, not an internal list. Second, widen the lens. Some of the strongest appointments we have made have come from adjacent financial services, from reinsurance, and from candidates returning to Australia after offshore careers. Third, sharpen the proposition. In a market this tight, the offer that closes the candidate is rarely the highest salary, it is the clearest mandate.

Concerned about a critical succession?

Jonathan Attwood leads our Financial Services & Insurance practice.

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Inclusive Search: Why Unconscious Bias Has to Be Solved at Mandate Design

The standard answer to diversity in executive search is the diverse shortlist. It is a useful discipline, but it is not the answer. By the time you are presenting a shortlist, the mandate has already done most of the filtering, and most of the bias was baked in there.

Where the bias actually enters

It enters in the brief. In the must-haves that are really nice-to-haves. In the years of experience that are really proxies for a particular career path. In the cultural signals embedded in the language of the position description. By the time the search is in market, every one of those choices has narrowed the funnel.

What we do differently

We pressure-test every brief before we go to market. Which criteria are genuinely predictive of success in this role, and which are inherited language? Where is the brief screening out non-traditional but credible candidates? What does the assessment process look like, and is it consistent across the shortlist?

The result is not a diverse shortlist for its own sake. It is a shortlist that genuinely represents the talent capable of doing the job, which, in our experience, is more diverse than the room expected.

Designing a mandate for genuine leadership diversity?

Start the conversation with our Executive Search team.

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Commercial Leadership in a D-VUCAD World

Disruption, volatility, uncertainty, complexity, ambiguity, and diversity. The acronym has expanded for a reason, every one of those forces is now structural rather than episodic, and the commercial leaders who can navigate them are a small group.

The new commercial brief

The CMO and Sales Director mandates we are seeing in 2025 ask for a fundamentally different leader. Strategic clarity in a noisier environment. Data fluency without losing creative instinct. The ability to lead a function that is increasingly AI-augmented while protecting the human judgement that still drives the customer relationship.

What separates the best

The strongest commercial leaders we place share three traits. They hold a clear thesis about where the customer is moving and refuse to be deflected by short-term noise. They invest disproportionately in the talent layer below them. And they are comfortable being wrong in public, they treat strategy as something to test, not something to defend.

Briefing a commercial leadership search?

David Khadi works across CMO, CCO and Sales Director mandates.

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The Adelaide Executive Market: What You Need to Know in 2025

The South Australian executive market is tighter than it appears. From the outside, Adelaide looks like a smaller, slower version of Sydney or Melbourne. Inside the market, it is one of the most competitive senior talent pools in the country, and the dynamics are different enough that an east-coast playbook does not work.

What is driving the tightness

Three forces. Defence and space industry investment has pulled experienced operators into long-tenured programs and removed them from the broader market. The wine, agribusiness and advanced manufacturing sectors are running structural growth at the same time. And the cohort of senior leaders who genuinely want to be in Adelaide, as opposed to commuting from interstate, is finite.

What works in this market

Honesty about relocation. Patience with the timeline, the best Adelaide appointments rarely close in six weeks. And a real understanding of the network: South Australia is a market where reputation travels quickly, and so does the absence of one. We invest heavily in the local community for exactly that reason.

Planning a senior appointment in South Australia?

Tom Moore leads our South Australia practice from Adelaide.

Every placement. A commitment to something larger.

As part of Reo Group's mission to lead change, we have partnered with B1G1 and CAYLUS to help provide technology education and equipment in remote Aboriginal communities. For every candidate we place, we give to the Elevate a Nation project to help people in remote areas — without equitable access to digital devices and high-speed internet — to learn new skills and elevate their potential.

Our Giving Story

As transformation and automation change the employment landscape and our day-to-day lives, those who don't have access to digital devices and reliable internet will find it harder and harder to do the everyday things we take for granted. They will find it even harder to compete for jobs. We believe that businesses have the power to make a difference, to give something back to their community. Our Elevate a Nation project was born from the need to reduce the digital divide in Australia that is preventing people without adequate access from realising their potential.

How it works. Every time we place a candidate we give 50 days of technology education to remote Aboriginal communities. We do this through the Business for Good platform B1G1, whose concept of buy one, give one makes it easy for businesses to make a difference simply by doing what they usually do. After more than a decade in operation, B1G1 is now a global movement and a way in which Reo Group can create a legacy — a project the whole team is immensely proud of.

Our donations are translated into action on the ground by not-for-profit enterprise CAYLUS (Central Australian Youth Link Up Service). They have set up a network of computer labs across the region, providing equipment, maintenance and expert educators — with learning driven by the lab users themselves.

SDG #4
UN Sustainable
Development Goal
Quality Education
Ashialee with her laptop in a remote community supported by CAYLUS
50
Days of technology education per placement
42,829
Our impacts to date
CAYLUS & B1G1
CAYLUS delivers on the ground in Central Australia. B1G1 is the global Business for Good platform that powers our giving model.
Our D&I Commitment in Search

Inclusive organisations are built with intent. Reo Executive strives to lift barriers to diversity through our evidence-based approach — where fact overrules bias, through clear definition and assessment of attributes, and through championing inclusive leaders who bring unique creativity, perspective, and innovation to your leadership team.

Beyond the appointment.
The work that makes leaders stay great.

Finding the right leader is half the equation. The rest is what they — and the team around them — do next. Reo Executive offers three complementary paths: our leadership consulting practice, executive development through HiveQ, and self-mastery & inner work through the Stella Petrou Concha brand.

Three practices.
One continuous bench.

01 · LEADERSHIP CONSULTING

Leadership Consulting.

Coaching, teams, culture & capability

Executive coaching, team alignment, culture and capability work — co-created with the organisation rather than pulled from a playbook. 14+ years across Government, Healthcare, Banking, Insurance, FMCG, Pharmaceutical, Universities and PPPs.

02 · EXECUTIVE DEVELOPMENT

HiveQ.

C-suite peer community

A curated peer-to-peer development community for C-suite executives and their direct reports. Monthly masterclasses, an ever-expanding global network, and a trusted tribe of peers — Chatham House rules.

Visit HiveQ →
03 · SELF-MASTERY & INNER WORK

Stella Petrou Concha.

The intelligence of self mastery

The personal brand of Stella Petrou Concha — author of Stone Heart, Light Heart and EY Entrepreneur of the Year 2026 finalist. Leadership development that reaches the inner world: ego, fear, judgment and the patterns that shape how leaders show up.

Visit Stella's brand →

Search is one event.
Leadership is the rest.

A search mandate closes on the day a contract is signed. The leadership question — how this person, this team and this organisation actually perform together — opens on the same day and runs for years.

Reo Executive's leadership consulting practice exists for that longer arc. One continuous bench across three offerings: consulting and coaching that meets leaders inside the business, executive development that keeps them sharp alongside their peers, and inner work that holds the whole thing up.

The practices that follow set out what we bring, so Reo Executive clients are served from a single accountable relationship rather than a procession of vendors.

Six disciplines.
How we work with leaders.

The body of work we deliver inside our leadership consulting engagements — six interlocking disciplines, shaped to the organisation in front of them.

I.
Strategic Change Leadership

Organisational redesign & culture change.

Large-scale transformation work for C-suite and boards. Shifting from command-and-control to trust-based, high-engagement organisations through co-creation and stakeholder engagement.

II.
Leadership Development

Board development & executive growth.

Governance effectiveness reviews, board development and executive leadership programs that lift the performance of the people accountable for the strategy.

III.
Individual Development

Executive coaching & personal growth.

One-to-one coaching with ICF/EMCC credentialed coaches, paired with scientifically-validated assessments. Built for sustainable behavioural change, not motivational hits.

IV.
Team Development

Board & executive team effectiveness.

Diagnostic reviews and collaborative programs that build psychological safety, group intelligence and high-performance team dynamics — from short intensives through to multi-month engagements.

V.
Assessment & Consulting

Evidence first. Opinion second.

Hogan, 360 feedback and organisational culture assessments, plus people & talent strategy consulting that turns insight into structure, plan and decision.

VI.
Facilitation

Strategy facilitation & leadership offsites.

Intensive sessions that compress months of alignment into days. For boards, executive teams and leadership cohorts that need clarity, cohesion and a decision.

HiveQ.
A tribe of peers.

C-suite Peer Network · Chatham House Rules

A curated peer-to-peer development community for C-suite executives and their direct reports. Monthly masterclasses, an ever-expanding global network, and a trusted tribe of peers.

Executives who develop alongside C-level peers consistently perform better. HiveQ is where authority, network and tribe meet to create opportunity — co-founded by Gerhard Beukes and Stella Petrou Concha as Australia's leading C-suite peer advisory community.

Visit HiveQ →
HiveQ

Leadership from the inside out.
The intelligence of self mastery.

Self Mastery · Pattern Intelligence · Executive Development

Alongside HiveQ, our leadership consulting practice partners with the personal brand of Stella Petrou Concha — a body of work built over 20+ years of advising executives, authoring on consciousness and leadership, and embedding self mastery inside corporate Australia.

Stella's brand brings the inner dimension of leadership to our engagements: mastering the mind, detaching from ego and the judgment of others, and recognising the patterns that shape how leaders decide, influence, and show up. It is the work behind her book Stone Heart, Light Heart — The Intelligence of Self Mastery and her recognition as an EY Entrepreneur of the Year 2026 finalist.

For organisations, this means leadership development that does not stop at frameworks and behaviours — it reaches the inner world that produces them.

“Your inner world is reflected in your outer world. If you want to make a change in your outer world, change your inner world.”

— Stella Petrou Concha

Five themes Stella's work develops in leaders

  • Negative self talk
  • Life's purpose
  • Fear of failure
  • Vibrational energy
  • Judgment & people pleasing

Ready to find your next leader?

Tell us about your search. We will be in touch with an initial conversation, not a templated proposal. Every engagement starts with us listening first.

Start the conversation.

Most clients come to us having already heard about our work in the market. Whether you have a specific mandate ready or are in early planning stages, we want to understand your situation before we talk about our process.

Sydney (HQ)

L4, 10 Spring St Sydney, 2000

Parramatta

Level 2, 20 Charles Street, Parramatta NSW 2150

Adelaide

Level 1, 89 Pirie Street, Adelaide SA 5000

Perth

Level 25, 1 Spring Street, Perth WA 6000

Contact

02 8211 3488 | info@reogroup.com.au

All enquiries are treated with strict confidentiality. For urgent matters, call us directly on 02 8211 3488 or contact your Executive Director directly.

The board that governs your future
starts with one appointment.

Board composition is a strategic decision. Reo Executive partners with Chairs, CEOs, and Nominations Committees to identify independent directors, NEDs, and Chairs who bring the skills, diversity, and leadership maturity your board requires — now and for where the organisation is going.

Inclusive organisations
are built with intent.

Their construction begins with the appointment of leaders who have absolute clarity on the attributes required to curate teams with disruptive perspectives, diverse experience, and divergent thinking.

Board composition is one of the most consequential decisions an organisation makes — and one of the most frequently under-served by the search process. Most firms retrofit diversity to a near-complete shortlist. We design it in from the mandate.

Reo Executive approaches every board appointment with the same evidence-based methodology we apply to C-suite search — because governance is not a compliance obligation. It is a competitive advantage.

Unconscious bias removed at source
Our evidence-based methodology means role requirements are defined by strategic need — not by who the current board looks like.
Active D&I advocacy, not passive compliance
We challenge Nominations Committees on composition, call out narrow selection criteria, and actively identify candidates from outside the usual director pipeline.
Globally diverse shortlists as standard
Every shortlist includes geographically and culturally diverse candidates — including offshore Australians and internationally credentialled directors where relevant to the mandate.
Few off-limits. Maximum market access.
As a boutique with targeted client relationships, we have significantly fewer off-limits than large global firms — meaning we can access talent from most major organisations in your sector.

Everything your board needs.
From one trusted partner.

01

Chair Search

The Chair sets the tone for the entire governance framework. We partner with Boards, CEOs, and major shareholders to identify Chairs with the strategic vision, independence, and interpersonal authority to lead your board through its next chapter.

  • +ASX-listed and unlisted mandates
  • +Private equity and family office boards
  • +NFP and government board advisory
  • +CEO-to-Chair transition support
02

Non-Executive Director Search

NED appointments require a precise balance of skills, experience, temperament, and independence. We map your current board's capability against strategic requirements to identify directors who genuinely strengthen governance — not simply extend the existing profile.

  • +Board skills matrix analysis
  • +Capability gap identification
  • +Independent and committee director search
  • +Globally diverse candidate pools
03

Board Composition Advisory

Before a search begins, we work with the Chair and Nominations Committee to assess the current board's composition, skills, diversity, and succession horizon — ensuring the mandate is designed to genuinely strengthen the organisation's governance capability.

  • +Board effectiveness review
  • +Succession horizon planning
  • +NED remuneration benchmarking
  • +Diversity and inclusion audit
04

Board Succession Planning

Proactive succession planning at board level protects continuity of governance and avoids reactive appointments made under time pressure. We work with Chairs to build a 3-year succession roadmap across the full board.

05

CEO to Board Transition

Many of Australia's most accomplished CEOs are ready for board portfolios. We advise executives on the transition from operating executive to non-executive director — and connect them with chairs and organisations seeking their calibre of leadership.

06

Psychometric Assessment for Directors

Hogan Assessments used in the board context provide objective evidence about a prospective director's values, decision-making style under pressure, and cultural contribution — intelligence that structured interviews alone cannot deliver.

Led personally by Stella Petrou Concha.

Stella Petrou Concha
Stella Petrou Concha
Co-Founder & CEO
stella@reogroup.com.au 0414 511 842

All board search mandates are led personally by Stella Petrou Concha, Co-Founder and CEO of Reo Group. Stella has over 20 years of experience working alongside boards, chairs, and C-suite leaders — and brings a depth of governance literacy, commercial intelligence, and human insight that few search professionals can match.

As an EY Entrepreneurial Winning Women 2026 Asia-Pacific selectee, an author on leadership and self-mastery, and the co-founder of HiveQ — Australia's leading C-suite peer advisory community — Stella operates at the intersection of governance, leadership development, and commercial performance in a way that is genuinely unique in the Australian market.

She specialises in Chair, NED, CEO, Board-level CFO, and senior HR appointments across ASX-listed, private equity, and private family office organisations nationally.

Chair Non-Executive Director ASX-Listed Private Equity Family Office CFO | CHRO | CEO
Ready to strengthen your board?

Whether you have an upcoming vacancy, a succession planning challenge, or simply want an independent perspective on your current board's composition — start with a conversation.

The finance leader who shapes
capital, controls and conviction.

The modern CFO is no longer the custodian of the numbers — they are the architect of capital strategy, the partner to the CEO on transformation, and the voice the board trusts when conviction is required. Reo Executive appoints CFOs and senior finance leaders who do all three.

Capital is scarce.
Scrutiny is constant.

Australian boards are appointing finance leaders into the most demanding operating environment in a generation. The cost of capital has reset, working capital is tighter, and investors expect a clearer line of sight from strategy to cash. At the same time, regulators, auditors and audit committees are asking sharper questions about controls, disclosures and climate-related financial reporting.

The CFO mandate has widened in parallel. Finance leaders are now expected to own the investor narrative, lead enterprise transformation, modernise the finance technology stack, and partner the CEO on M&A and portfolio decisions — all while keeping the control environment beyond reproach.

Getting this appointment right is a board-level decision. Getting it wrong is an avoidable loss of trust, talent and time.

Capital strategy at the centre
Funding, refinancing and shareholder return decisions are now made under tighter constraints — and the CFO owns the framing.
Controls and disclosure under scrutiny
Climate disclosures, internal controls over financial reporting and audit committee expectations demand a leader who can defend the numbers in detail.
Transformation, not just reporting
ERP modernisation, shared services, AI-enabled FP&A and finance operating model redesign sit on the CFO's desk — and they require executive sponsorship, not delegation.
Investor and board confidence
The CFO is increasingly the second voice on the strategy — to investors, analysts, lenders and the board. Credibility is the currency.

Finance leadership,
end to end.

We are retained on the full spectrum of senior finance mandates — from group CFO appointments for ASX-listed and PE-backed businesses, to specialist leadership roles across FP&A, controllership, treasury and M&A.

Chief Financial Officer
Group CFO for ASX-listed, PE-backed and large private organisations — full capital, controls and commercial mandate.
Divisional / BU CFO
CFO embedded in an operating business, partnering a Managing Director on P&L ownership, pricing and capital allocation.
Finance Director
CFO successor or №2 to the group CFO, often leading commercial finance, control and reporting across the enterprise.
Group Financial Controller
Owner of the control environment, statutory reporting, audit relationship and accounting policy across a multi-entity group.
Head of FP&A
Architect of the budget, forecast and long-range plan — the analytical engine room behind board and investor decisions.
Commercial Finance Director
Finance leader paired directly with the commercial line — owning pricing, margin, customer profitability and deal economics.
Head of M&A / Corporate Development
Origination, execution and integration leadership for inorganic growth, divestments and portfolio reshaping.
Head of Tax
Senior tax leadership across direct, indirect, international and transfer pricing — increasingly with a transparency and ESG lens.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The finance leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Capital Fluency
They can move between debt, equity, hybrids and shareholder returns with conviction — and explain the trade-offs to a board in a single page.
02 — Commercial Partnership
They sit beside the CEO and commercial leaders on pricing, deal economics and portfolio decisions — not behind them with a budget variance.
03 — Control Without Compromise
They hold an uncompromising line on the integrity of the numbers, the strength of controls and the quality of disclosure — including under pressure.
04 — Transformation Sponsor
They own ERP, data and finance operating model change as a CFO agenda — and have the executive presence to land it across the enterprise.
05 — Investor & Board Credibility
They are a confident second voice on strategy — to the board, to lenders and to the market — and they earn the room's trust early.
06 — Team Builder & Successor Maker
They build deep benches across controllership, FP&A and treasury — and visibly develop the next CFO from within.

Led personally by Raghav Mehta.

Raghav Mehta
Raghav Mehta
Executive Director — Finance
raghav@reogroup.com.au

Raghav leads Reo Executive's Finance & CFO Practice. A deeply knowledgeable partner and trusted advisor to C-suite executives and senior HR leaders, with 16+ years at Reo, he is a specialist in CFO appointments and their direct reports.

Raghav partners with Chairs, CEOs, Audit & Risk Committees and CHROs across ASX-listed, private equity and large private organisations to appoint finance leaders who can carry capital strategy, controls and commercial conviction in equal measure.

CFO Finance Director FP&A | Treasury | M&A
Ready to appoint your next finance leader?

Whether the mandate is a group CFO, a successor build or a senior specialist appointment, start with a confidential conversation with Raghav and the Finance Practice team.

The technology leader who turns
ambition into operating reality.

The modern CIO, CTO and CISO sit at the centre of every enterprise agenda — from AI adoption and cloud economics to cyber resilience and customer experience. Reo Executive appoints technology leaders who shape strategy, ship outcomes and earn the board's trust on risk.

Technology is the
strategy, not the support.

Australian boards are no longer asking whether to invest in technology — they are asking how quickly their technology leaders can convert investment into outcomes. Cloud cost discipline, AI-enabled productivity, data platform modernisation and post-incident cyber resilience are all live on the same agenda.

The CIO, CTO, CISO and CDO mandates have widened in parallel. Technology leaders are expected to own the operating model, the platform roadmap and the enterprise risk conversation — while engaging the executive team and customers as commercial partners, not order-takers.

Getting the technology leadership appointment right defines the pace of every transformation that follows it.

AI from pilot to production
Boards are asking for measurable productivity, margin and customer outcomes — not proofs of concept. Technology leaders own the operating answer.
Cyber as a board obligation
APRA, ASIC and audit committee scrutiny on cyber, privacy and resilience has stepped up. The CISO and CIO carry the disclosure-grade narrative.
Platform and data modernisation
ERP, core banking, customer and data platforms are being re-architected concurrently — and the technology leader owns the integrated roadmap.
Talent, partners and cost
Vendor consolidation, offshore capability and engineering talent strategy are now board-level decisions, led by the CTO and CIO together.

Leadership across
the full mandate.

We are retained on the full spectrum of senior mandates in this practice — from C-suite appointments through to specialist leadership and successor roles.

Chief Information Officer
Enterprise CIO accountable for the technology operating model, platform strategy, and the partnership with the CEO and business unit leaders.
Chief Technology Officer
Product and engineering leader for software-led businesses — architecture, delivery and the technical roadmap.
Chief Information Security Officer
Owner of cyber strategy, control posture, incident response and the board and regulator narrative on risk.
Chief Digital Officer
Leader of customer-facing digital, channels, experience and the digital P&L.
Chief Data & AI Officer
Owner of the data platform, governance, analytics and AI capability across the enterprise.
Head of Architecture
Enterprise architect setting the reference architecture, integration patterns and platform standards.
Head of Engineering
Software engineering leader — delivery practice, platform engineering and team scaling.
Head of Infrastructure & Cloud
Owner of cloud, platform operations, FinOps and reliability engineering.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Strategic translator
They convert business strategy into a credible, sequenced technology roadmap the executive and the board can fund and defend.
02 — Platform and architecture conviction
They hold a clear point of view on platforms, build-vs-buy and the cost of complexity — and lead the trade-off discussions.
03 — Disclosure-grade cyber posture
They run cyber as a board-disclosable obligation, with clean incident, control and resilience narratives.
04 — AI and data fluency
They are comfortable with the economics, risks and operating model of AI — and have shipped value, not slides.
05 — Executive presence with the business
They engage commercial, finance and operations peers as equals — not as a service function.
06 — Builder of engineering culture
They attract, retain and grow senior engineering, product and security talent — and design for succession.

Led personally by Phil Martin.

Phil Martin
Phil Martin
Executive Director — Technology

Phil leads Reo Executive's Technology, Digital & Data Practice. With 15+ years delivering mandates across Australia and beyond, he is an expert in CIO, CTO, CISO and CDO appointments at the moments when technology decisions shape the enterprise.

Phil partners with Boards, CEOs and CIOs across ASX-listed, private equity and scale-up organisations to appoint technology leaders who can carry strategy, platform and risk in equal measure.

CIO | CTOCISO | CDOData & AI Leadership
Ready to appoint your next technology leader?

Whether the mandate is a group CIO, a CISO under scrutiny, or a CTO for a scaling product business, start with a confidential conversation with Phil and the Technology Practice team.

The insurance leader who balances
underwriting, conduct and growth.

Insurance and FSI leadership is unforgiving. Boards expect underwriting discipline, regulatory and conduct rigour, and a credible commercial story for distribution partners and customers — all at once. Reo Executive appoints leaders who hold that line.

A market under pressure
from every direction.

Australian and international insurers are operating with reset reinsurance economics, sharper natural-peril volatility, intensified conduct expectations and a customer base that is openly comparing on value and claims experience.

Underwriting, claims, distribution and actuarial leaders are expected to defend portfolio profitability and regulator confidence — while continuing to grow premium, modernise pricing and data, and partner brokers, agencies and corporate clients on retention and risk.

The leadership bar has risen. The market for proven insurance executives in Australia is shallow, and timing matters.

Underwriting discipline first
Combined operating ratio, portfolio mix and reinsurance strategy are board-level questions — owned by the CUO and chief actuary.
Conduct, AFCA and regulator focus
ASIC, APRA and AFCA scrutiny on claims handling, pricing and disclosure has reset the conduct bar across the industry.
Pricing and data modernisation
Pricing sophistication, data assets and AI in underwriting and claims now distinguish the best carriers and agencies.
Distribution and broker partnership
Broker, agency and corporate partner relationships still drive premium — and require senior, credible commercial leadership.

Leadership across
the full mandate.

We are retained on the full spectrum of senior mandates in this practice — from C-suite appointments through to specialist leadership and successor roles.

Chief Underwriting Officer
Owner of underwriting strategy, portfolio profitability, reinsurance and pricing across the carrier or agency.
Chief Broking Officer
Senior broking leader — corporate, specialty or retail — accountable for placement, client outcomes and revenue.
Chief Claims Officer
Leader of the end-to-end claims operation, supplier network, customer experience and conduct narrative.
Chief Insurance Officer
Group insurance executive in non-pure insurance businesses — captives, mutuals, embedded insurance and corporate risk.
Chief Actuary / Appointed Actuary
Senior actuarial leader accountable for reserves, capital, pricing oversight and regulator engagement.
Head of Underwriting (by class)
Class-leading underwriter — property, casualty, financial lines, specialty or accident & health.
Head of Risk & Compliance
Second-line leader covering regulatory, conduct and operational risk.
Managing Director of MGA, Brokerage or Insurer
CEO-equivalent role inside an MGA / underwriting agency — full P&L, capacity, distribution and team.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Technical authority
They are credible in the underwriting room and the boardroom — and can defend the portfolio with data and judgement.
02 — Conduct-first instinct
They lead with a clear standard on customer outcomes, claims handling and disclosure — not as a project but as a default.
03 — Capital and reinsurance fluency
They understand capital, reinsurance and the economics of risk transfer — and use them as strategic levers.
04 — Distribution credibility
They are trusted by brokers, agencies and corporate clients as a partner who understands their economics.
05 — Data and pricing modernisation
They drive pricing, analytics and AI adoption without losing the underwriting craft.
06 — Builder of insurance talent
They develop the next generation of underwriters, actuaries and claims leaders — a scarce capability nationally.

Led personally by Jonathan Attwood.

Jonathan Attwood
Jonathan Attwood
Executive Director — FSI & Insurance

Jonathan leads Reo Executive's Insurance & FSI Practice. A proven leader in insurance search and selection, he curates one of the most comprehensive senior networks across commercial, corporate and specialty insurance in the Australian market.

Jonathan partners with Boards, CEOs and Chief Underwriting Officers across carriers, mutuals, MGAs and broker groups to appoint leaders who can hold underwriting discipline, conduct standards and commercial growth in balance.

CUO | CBO | CCOChief ActuaryMGA / Carrier Leadership
Ready to appoint your next insurance leader?

Whether the mandate is a Chief Underwriting Officer, a head of a specialty class, or a Managing Director for an underwriting agency, start with a confidential conversation with Jonathan and the FSI Practice team.

The people leader who builds
culture, capability and conviction.

The modern CHRO is the architect of how the enterprise performs through its people — culture, leadership bench, workforce strategy, reward and the employee experience. Reo Executive appoints people leaders who carry the boardroom, the executive team and the workforce in equal measure.

People is the strategy
the board now reads.

Workforce, culture and leadership succession are now standing items on the board agenda — alongside safety, conduct, psychosocial risk and pay equity. The CHRO is the executive the Chair, CEO and Remuneration Committee expect to lead the narrative.

At the same time, organisations are redesigning operating models, deploying AI into the workforce, and competing for scarce executive and specialist talent. The people leader sets the talent system that makes any of this possible.

The CHRO appointment is one of the most strategic the CEO will make — and one of the most exposed if it is wrong.

Culture, conduct and psychosocial risk
Boards expect a credible, evidenced view on culture, conduct and psychosocial safety — owned by the CHRO and the executive team.
Leadership succession and bench
CEO and executive succession, NED pipeline and critical-role coverage are now formal, board-tracked programmes.
Workforce, AI and operating model
Workforce planning, automation, AI and operating model design are reshaping every function — with the CHRO at the table.
Reward, pay equity and disclosure
Remuneration, gender pay gap reporting and executive pay disclosures demand technical depth and confident board engagement.

Leadership across
the full mandate.

We are retained on the full spectrum of senior mandates in this practice — from C-suite appointments through to specialist leadership and successor roles.

Chief Human Resources Officer
Group CHRO partnering the CEO, Board and Rem Committee on people, culture, leadership and reward strategy.
Chief People Officer
People leader in scale-up, PE-backed and fast-growth businesses — culture, talent system and operating model focused.
HR Director / People Director
Senior HR leader running an end-to-end people function or large business unit.
Head of Talent Acquisition
Owner of executive and enterprise talent acquisition, employer brand and internal mobility.
Head of Organisational Development
Owner of culture, change, leadership capability and OD interventions.
Head of Reward / Total Rewards
Senior reward leader covering executive remuneration, incentive design and pay equity.
Head of Employee Relations
Specialist ER leader managing enterprise agreements, disputes and conduct matters.
Head of Learning & Capability
Leader of enterprise learning, capability frameworks and workforce uplift.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Boardroom presence
They engage the Chair, CEO and Rem Committee as a peer — and own the people narrative the board reads.
02 — Culture and conduct conviction
They hold a clear, evidenced standard on culture, conduct and psychosocial risk — and lead the executive team into it.
03 — Talent system architect
They design the talent, succession and leadership system end-to-end — not as a programme but as a permanent capability.
04 — Reward and technical depth
They are technically credible on executive reward, incentive design, pay equity and disclosure.
05 — Workforce and operating-model fluency
They can lead workforce, AI and operating-model decisions alongside the CFO, COO and CTO.
06 — Builder of HR talent
They develop the next generation of CHROs and people leaders — visibly and intentionally.

Led personally by Stella Petrou Concha.

Stella Petrou Concha
Stella Petrou Concha
Co-Founder & CEO

Stella personally leads Reo Executive's People & Culture Practice. With over 20 years partnering with Boards, Chairs and CEOs on the most strategic people appointments, she is a recognised voice on culture, leadership and human capital across the Australian market.

Stella partners with Chairs, CEOs and Boards across ASX-listed, private equity and private family office organisations to appoint CHROs and Chief People Officers who can hold culture, capability and commercial outcomes in balance.

CHRO | CPOHR DirectorTalent & Reward Leadership
Ready to appoint your next people leader?

Whether the mandate is a group CHRO, a CPO for a scaling business or a senior specialist hire across reward, talent or OD, start with a confidential conversation with Stella and the People Practice team.

The commercial leader who turns
brand and customer into growth.

Growth is the test most boards are now applying. Reo Executive appoints CMOs, Sales Directors and Customer leaders who can build the brand, defend the margin and convert customer insight into measurable revenue.

Growth is harder
— and more visible.

Australian organisations are competing for growth against a backdrop of softer consumer demand, tighter B2B budgets, accelerating channel and marketing technology change, and a generational reset of how brand, performance and customer experience work together.

The CMO and senior commercial mandates have widened in parallel. Marketing, sales and customer leaders are expected to own the growth model end-to-end — pricing, channel, brand, customer lifetime value and the commercial use of AI.

Boards are paying close attention to commercial leadership in 2025 — because growth is the result they have to report.

Brand and performance, finally aligned
The best CMOs are running brand, demand and performance as one connected investment — not warring functions.
Sales productivity under scrutiny
Sales leaders are expected to lift productivity per head, sharpen pricing and rebuild pipeline discipline.
Customer lifetime value as the metric
Acquisition cost, retention and CLV are now executive-team metrics — owned across marketing, sales and customer.
AI in the commercial stack
Generative AI is reshaping content, campaigns, sales enablement and service — led by commercial executives, not IT.

Leadership across
the full mandate.

We are retained on the full spectrum of senior mandates in this practice — from C-suite appointments through to specialist leadership and successor roles.

Chief Marketing Officer
Group CMO accountable for brand, demand, customer and the commercial growth narrative.
Chief Customer Officer
Owner of the end-to-end customer experience, service, retention and customer P&L.
Chief Commercial Officer
Senior commercial executive owning pricing, channel, partnerships and revenue performance.
Sales Director / VP Sales
Leader of the enterprise, B2B or channel sales function — pipeline, productivity and key accounts.
Head of Brand
Custodian of brand strategy, creative and reputation.
Head of Digital & Performance
Owner of digital channels, performance media, SEO/SEM and martech.
Head of Customer / CX
Leader of customer strategy, journeys and experience design.
Head of Communications & PR
Senior communications leader — corporate, brand, crisis and internal communications.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Commercial fluency
They are as comfortable in the P&L and the boardroom as they are in the brief — and they earn the CFO's trust early.
02 — Brand and demand as one system
They run brand, demand and performance as a single investment, with a clear hierarchy of evidence.
03 — Customer-truth orientation
They lead with verified customer insight — not opinion — and translate it into commercial decisions.
04 — Channel and pricing conviction
They have a defensible point of view on pricing, channel mix and partner economics.
05 — AI-native commercial operator
They are deploying AI into content, sales and service in production — not in concept.
06 — Builder of commercial bench
They develop the next generation of CMOs, sales and customer leaders — and the talent stays.

Led personally by David Khadi.

David Khadi
David Khadi
Executive Director — Growth

David leads Reo Executive's Marketing, Sales & Customer Practice. With over 20 years of executive search experience and a deep understanding of commercial leadership from CEO to functional head, he is a trusted partner to organisations at inflection points.

David partners with CEOs and Boards across ASX-listed, private equity and global organisations to appoint commercial leaders who can convert brand, customer and channel investment into measurable, defensible growth.

CMO | CRO | CCOSales & Commercial DirectorsCustomer & Growth Leadership
Ready to appoint your next commercial leader?

Whether the mandate is a Chief Marketing Officer, a Sales Director driving revenue transformation, or a Chief Customer Officer rebuilding the experience, start with a confidential conversation with David and the Commercial Practice team.

The operations leader who delivers
efficiency, resilience and margin.

COOs, Supply Chain Directors and Operations Generals carry the weight of the operating model — cost, service, safety and resilience. Reo Executive appoints operations leaders who turn complexity into commercial outcomes.

Operating leverage is
the new growth story.

With top-line growth harder to win, Australian boards are looking to the operating model — cost-to-serve, network design, automation and supplier strategy — as the next durable source of margin and competitive advantage.

Supply chains are still re-stabilising from a decade of disruption. Energy, labour, geopolitics, sustainability and AI are reshaping operating decisions across manufacturing, distribution, logistics and services at the same time.

The COO and senior operations mandate is one of the most consequential appointments a CEO will make — and one of the hardest to fill from a shallow Australian bench.

Operating model and cost-to-serve
Network design, footprint and cost-to-serve are now executive-team agenda items — owned by the COO.
Resilience and supplier strategy
Boards expect a credible view on supply, supplier risk, geopolitics and continuity planning.
Safety, sustainability and people
Critical-risk safety, decarbonisation and the front-line workforce all live in operations — and the regulator is watching.
Automation, robotics and AI
Automation, robotics, advanced planning and AI are reshaping productivity in warehousing, manufacturing and field operations.

Leadership across
the full mandate.

We are retained on the full spectrum of senior mandates in this practice — from C-suite appointments through to specialist leadership and successor roles.

Chief Operating Officer
Group COO accountable for the operating model, performance and the operational risk environment.
Chief Supply Chain Officer
Owner of end-to-end supply chain — planning, procurement, manufacturing and logistics.
Operations Director
Senior operations leader for a business unit, region or function.
Supply Chain Director
Leader of integrated supply chain across S&OP, sourcing, manufacturing and distribution.
Head of Logistics & Distribution
Owner of warehousing, transport, network design and 3PL strategy.
Head of Procurement
Strategic sourcing and category leader — total cost, supplier risk and sustainability.
Head of S&OP / Integrated Business Planning
Owner of the integrated planning cadence linking commercial, supply and finance.
Head of Safety, Health & Environment
Senior HSE leader accountable for critical risk, regulator and board-grade reporting.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Operating system mindset
They run the business as a designed system — not a series of fixes — and they are obsessed with cadence.
02 — Commercial and financial fluency
They speak the language of the CFO and the customer — not just the plant or the warehouse.
03 — Safety as a non-negotiable
They hold an uncompromising line on critical-risk safety, regulator engagement and front-line culture.
04 — Supplier and resilience strategy
They have a clear, defensible view on supply, supplier risk and continuity — and they invest ahead of incidents.
05 — Automation and digital adoption
They lead automation, robotics and advanced planning as operating decisions — not IT projects.
06 — Front-line leadership credibility
They are trusted on the floor, in the depot and in the boardroom — and they build operations leaders below them.

Led personally by David Khadi.

David Khadi
David Khadi
Executive Director — Growth

David leads Reo Executive's Supply Chain & Operations Practice. With 20+ years of executive search experience and a deep network across COO, Supply Chain Director and Country Manager appointments, he is a trusted partner to organisations at operational inflection points.

David partners with CEOs, Boards and global parent companies to appoint operations leaders who can carry cost, service, resilience and safety in equal measure.

COOSupply Chain & Operations DirectorsCountry & GM Leadership
Ready to appoint your next operations leader?

Whether the mandate is a Chief Operating Officer, a Supply Chain Director redesigning the network, or a Country Manager for a global parent, start with a confidential conversation with David and the Operations Practice team.

The leader who turns
strategy into enterprise change.

Strategy and transformation leaders sit at the centre of every meaningful enterprise decision — portfolio, M&A, operating model, sustainability and performance. Reo Executive appoints leaders with the rare blend of analytical depth, executive credibility and delivery instinct.

Strategy without
delivery is just intent.

Australian boards and private equity owners are asking executive teams to do more than refresh the strategy — they are asking for a defensible plan and the evidence that it is being delivered. Capital allocation, portfolio choices, M&A and operating model change are all under sharper scrutiny.

The CSO, CTO (transformation), CRO (risk) and Corporate Development mandates have widened in parallel. Strategy and transformation leaders are expected to own the integrated agenda from board paper to operating cadence.

These roles are where careers — and enterprise outcomes — are made.

Capital allocation and portfolio
Boards expect explicit portfolio choices — what to scale, fix, sell or invest in — and the CSO frames them.
M&A and post-merger integration
Bolt-on M&A and divestments are back on the agenda, and integration capability is the difference between value creation and destruction.
Operating model and transformation
Enterprise transformation programmes are increasingly led from a CSO or CTO (transformation) seat at the executive table.
Sustainability and climate strategy
Climate, transition and sustainability strategy are now executive-team priorities with disclosure consequences.

Leadership across
the full mandate.

We are retained on the full spectrum of senior mandates in this practice — from C-suite appointments through to specialist leadership and successor roles.

Chief Strategy Officer
Group CSO partnering the CEO and Board on strategy, portfolio, capital allocation and enterprise priorities.
Chief Transformation Officer
Executive accountable for enterprise transformation, operating model change and integrated programme delivery.
Head of Corporate Development / M&A
Leader of M&A origination, execution and integration alongside the CFO and CEO.
Head of Strategy
Senior strategy leader for an enterprise, division or business unit.
Head of PMO / Enterprise Delivery
Owner of the enterprise portfolio of strategic programmes and delivery governance.
Head of Transformation
Programme leader for a defined enterprise transformation — operating model, technology or commercial.
Head of Innovation / New Ventures
Leader of new business building, ventures and adjacency strategy.
Head of Sustainability
Strategic sustainability leader covering disclosure, transition planning and operating change.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Analytical depth with executive presence
They can hold the analysis themselves — and land the implication with the executive team and the board.
02 — Portfolio and capital instinct
They think naturally about where capital should flow next — and where it should not.
03 — Delivery, not just design
They are accountable for outcomes, not strategy documents — and they have the operating instinct to land change.
04 — M&A and integration credibility
They have led real transactions and post-merger integrations — and have scars and lessons to show.
05 — Sustainability and disclosure fluency
They understand the climate, transition and disclosure agenda as a business issue — not a compliance issue.
06 — Builder of strategy talent
They develop the next generation of CSOs, transformation and corporate development leaders.

Led personally by Stella Petrou Concha.

Stella Petrou Concha
Stella Petrou Concha
Co-Founder & CEO

Stella personally leads Reo Executive's Strategy & Transformation Practice. With over 20 years partnering with Boards, private equity and CEOs on the appointments that define enterprise direction, she is a trusted advisor at moments of significant change.

Stella partners with Chairs, CEOs and Boards across ASX-listed, private equity and private family office organisations to appoint strategy and transformation leaders who can carry both the analytical and the operating burden.

CSO | CRO | CTrOCorporate Development & M&ASustainability & Transformation
Ready to appoint your next strategy leader?

Whether the mandate is a Chief Strategy Officer, a Head of M&A, or a Chief Transformation Officer leading enterprise-wide change, start with a confidential conversation with Stella and the Strategy Practice team.

The appointment that
defines the next chapter.

CEO and Managing Director appointments are the most consequential decisions a Board will make. Reo Executive partners with Chairs, Boards and private equity owners to appoint Chief Executives and General Managers who set the direction, culture and commercial trajectory of the organisations they lead.

The bar for Chief Executives
has been reset.

Australian Chairs and Boards are appointing CEOs into the most demanding operating environment in a generation — capital is more expensive, regulators are more active, customer expectations are sharper and the workforce contract is being rewritten.

The CEO is now expected to carry strategy, operating performance, culture, conduct, sustainability and the investor narrative concurrently — and to do so with a level of transparency the role has never previously required.

Getting this appointment right is the single highest-leverage decision the Board makes. Getting it wrong sets the organisation back years.

Performance and conviction
The Board is appointing a CEO who can both deliver this year's plan and articulate a defensible long-term direction.
Culture and conduct
Culture, conduct, psychosocial safety and trust are now Chair-level conversations — owned by the CEO.
Investor and stakeholder narrative
The CEO is the principal voice to investors, analysts, regulators, customers and the workforce.
Succession and bench
The best CEOs build their own succession from day one — and the Board now expects to see the bench.

Leadership across
the full mandate.

We are retained on the full spectrum of senior mandates in this practice — from C-suite appointments through to specialist leadership and successor roles.

Chief Executive Officer
Group CEO for ASX-listed, PE-backed and large private organisations — full strategic, operational and stakeholder mandate.
Managing Director
CEO-equivalent leader of an Australian subsidiary, division or business unit — full P&L accountability.
General Manager
Senior general management leader of a business unit, region or significant function.
Country Manager
In-country leader for a global parent — strategy, P&L, governance and stakeholder representation.
CEO (NFP / Member Organisation)
Chief Executive for not-for-profit, mutual, member or industry organisations — purpose, performance and stakeholder balance.
Deputy CEO / Group Executive
Enterprise-wide executive leader with multi-function or multi-business unit accountability.
CEO Successor / Designate
Executive appointed with explicit Board succession intent — typically 18 to 36 months out.
Interim CEO
Experienced interim Chief Executive for transition, turnaround or stabilisation mandates.

Six attributes that
distinguish the best.

Technical credibility is the entry ticket. The leaders who go on to be trusted by Chairs, CEOs and investors share a defined set of attributes — and we test for each of them through structured interview, Hogan assessment and 360 referencing.

01 — Strategic clarity
They can articulate a defensible strategy in plain language — and the Board, the executive team and the workforce all hear the same message.
02 — Operating discipline
They run a clear executive cadence, hold their team to outcomes and protect the integrity of the plan.
03 — Culture and conduct standard
They set a clear standard on culture, conduct and safety — and they live it visibly.
04 — Stakeholder and investor presence
They earn the trust of investors, regulators, customers and the workforce — and the Chair never needs to translate them.
05 — Capital and portfolio judgement
They make confident decisions about where capital flows next — and they are accountable for the call.
06 — Succession as a discipline
They develop their own successor and a credible executive bench from the day they start.

Led personally by Stella Petrou Concha & David Khadi.

Stella Petrou Concha
Stella Petrou Concha
Co-Founder & CEO

Stella personally leads Reo Executive's CEO & General Management appointments alongside David. With over 20 years partnering with Boards, private equity and CEOs on the appointments that define enterprise direction, she is a trusted advisor at moments of significant change.

Stella partners with Chairs, CEOs and Boards across ASX-listed, private equity and private family office organisations to appoint leaders who can carry both the analytical and the operating burden.

David Khadi
David Khadi
Executive Director — Growth

David co-leads Reo Executive's CEO & General Management Practice. With over 20 years of executive search experience and a deep understanding of commercial leadership from CEO to functional head, he is a trusted partner to organisations at inflection points.

David partners with CEOs and Boards across ASX-listed, private equity and global organisations to appoint commercial leaders who can convert brand, customer and channel investment into measurable, defensible growth.

Ready to appoint your next Chief Executive?

Whether the mandate is an ASX-listed CEO succession, a Managing Director for a PE-backed business, or a Country Manager for a global parent, start with a confidential conversation with Stella, David and the CEO Practice team.

Where we work.
Across Australia.

Reo Executive operates nationally with permanent offices across four locations — and an active candidate and client network that extends to every major market in Australia.

Headquarters

Sydney

New South Wales
Address
L4, 10 Spring St Sydney, 2000
Phone
Practice Areas
Finance & Accounting  ·  Technology  ·  Insurance & FSI  ·  CEO & Board  ·  Strategy & Transformation  ·  People & Culture  ·  Marketing & Commerce
Western Sydney

Parramatta

New South Wales
Address
Level 2, 20 Charles Street
Parramatta NSW 2150
Phone
Practice Areas
Finance & Accounting  ·  Commerce & Industry  ·  Operations & Supply Chain  ·  People & Culture
South Australia

Adelaide

South Australia
Address
Level 1, 89 Pirie Street
Adelaide SA 5000
Lead Director
Tom Moore
Practice Areas
Finance & Accounting  ·  Sales & Marketing  ·  Technology  ·  Banking & FSI  ·  Operations
Western Australia

Perth

Western Australia
Address
Level 25, 1 Spring Street
Perth WA 6000
Phone
Practice Areas
Finance & Accounting  ·  Resources & Energy  ·  Technology  ·  Operations & Supply Chain

Wherever the mandate is,
we can work it.

Our four offices anchor our presence in Australia's major commercial markets. Beyond those walls, our Executive Directors operate nationally — conducting candidate interviews, client meetings, and search assignments across Melbourne, Brisbane, Canberra, and regional markets as mandates require.

4
Permanent offices
~175
People nationally
16
Years in market
AU
National coverage

Privacy Policy & Disclosure Statement

How Reo Group collects, holds, uses and discloses personal information, in line with the Privacy Act 1988 (Cth) and the Australian Privacy Principles.

Introduction

From time to time Reo Group (“the Company”) is required to collect, hold, use and/or disclose personal information relating to individuals (including, but not limited to, candidates, clients, suppliers, referees, contractors and employees) in the performance of its business activities.

This document sets out the Company's policy in relation to the protection of personal information, as under the Privacy Act 1988 (Cth) (“the Act”) and the Australian Privacy Principles (“APP”). The APPs regulate the handling of personal information.

What is Personal Information?

Personal information means information or an opinion (including information or an opinion forming part of a database), whether true or not, and whether recorded in a material form or not, about an individual whose identity is apparent or can reasonably be ascertained, from the information or opinion.

Employee Records

This policy does not apply to the collection, holding, use or disclosure of personal information that is an employee record.

An employee record is a record of personal information relating to the employment of an employee. Examples of personal information relating to the employment of the employee include, but are not limited to, health information and information about the engagement, training, disciplining, resignation, termination, terms and conditions of employment of the employee. Please see the Act for further examples of employee records.

Kinds of Information that we Collect and Hold

Personal information that we collect and hold is information that is reasonably necessary for the proper performance of our functions and activities as a recruitment and on-hire agency and is likely to differ depending on whether you are:

  • a Jobseeker
  • a Client
  • a Referee

Personal information is any information or an opinion about you. It may range from the very sensitive (e.g. medical history or condition) to the every day (eg address and phone number).

It would include the opinions of others about your work performance, your work experience and qualifications, aptitude test results and other information obtained by us in connection with your possible work placement. Personal information includes sensitive information.

Sensitive information is a special category of personal information. It is information or opinion about your:

  • Racial or ethnic origin
  • Political opinion
  • Membership of a political association
  • Philosophical beliefs
  • Religious beliefs or associations
  • Membership of a professional or trade association
  • Membership of a trade union
  • Sexual preferences or practices
  • Criminal record
  • Health or disability (at any time)
  • Expressed wishes about the future provision of health services

Sensitive information can, in most cases, only be disclosed with your consent.

Some laws such as taxation law, immigration law, laws regulating employment agencies, laws relating to national security, laws relating to professional or trade registration and laws for the protection of certain classes of people (such as children or the elderly), may require that we collect certain types of information (including criminal history and evidence of your right to work) from you that is relevant to the position/s for which you may be applying.

The following Australian laws require or authorise our collection of personal information from you:

  • Migration Act 1958 (C'th) and Migration Regulations 1994 (C'th)
  • Private Employment Agents (Code of Conduct) Regulation 2005 (QLD)
  • The Education and Care Services National Law and the Education and Care Services National Regulations 2011
  • The Working with Vulnerable People (Background Checking) Act 2011 (ACT)
  • Child Protection (Working with Children) Act 2012 (NSW)
  • The Working With Children Act 2005 (VIC)
  • Aged Care Act 1997 (C'th)

How the Company Collects and Holds Personal Information

The Company must collect personal information only by lawful and fair means. The Company will collect personal information directly from you if it is reasonable or practicable to do so.

The Company may collect personal information in a number of ways, including without limitation:

  • through application forms;
  • by email or other written mechanisms;
  • over a telephone call;
  • in person;
  • through transactions;
  • through our website;
  • through surveillance cameras;
  • by technology that is used to support communications between us;
  • from third parties, including but not limited to: from past and present employers and referees when conducting reference checks, candidates after completing an interview, clients of the Company and contract management services in relation to assignments;
  • through publicly available information sources (which may include telephone directories, the internet and social media sites); and
  • direct marketing database providers.

When the Company collects personal information about you through third parties, it will manage such information in accordance with the APPs.

Much of the personal information that the Company holds is stored in our Information Record System. The Company's Information Record System comprises of hard copy files and/or electronic files in the Company's ordinary IT systems. These may include cloud servers or servers of third parties.

Unsolicited personal information is personal information that the Company receives which it did not solicit. Unless the Company determines that it could have collected the personal information in line with the APPs or the information is contained within a Commonwealth record, it must destroy the information to ensure it is de-identified.

Cookies

Cookies are pieces of information that a website transfers to your computer's hard disk for record keeping purposes. Most web browsers are set to accept cookies. We use cookies to make your use of our Website, resources and services as convenient as possible. Cookies in and of themselves do not personally identify users, although they do identify a user's browser. Cookies are useful to estimate our number of users and determine overall traffic patterns through our Website. If you do not wish to receive any cookies, you may set your browser to refuse cookies, but this may mean you will not be able to take full advantage of the services and resources on our Website.

Embedded Content from Other Websites

Articles on this site may include embedded content (e.g. videos, images, articles, etc.) Embedded content from other websites behaves in the exact same way as if the visitor has visited the other website.

These websites may collect data about you, use cookies, embed additional third-party tracking, and monitor your interaction with that embedded content, including tracking your interaction with the embedded content if you have an account and are logged in to that website.

Purposes for which Reo Group Collects, Holds, Uses and/or Discloses Personal Information

The Company will collect personal information if it is reasonably necessary for one or more of its functions or activities.

The main purposes for which the Company may collect, hold, use and/or disclose personal information may include but are not limited to:

  • recruitment functions;
  • customer service management;
  • training and events;
  • surveys and general research; and
  • business relationship management.

The Company may also collect, hold, use and/or disclose personal information if you consent or if required or authorised under law. For example, the Company may be required or authorised to collect your Tax File Number, if you choose to provide it, by the Income Tax Assessment Act 1936 (Cth).

We sometimes collect information from third parties when it is necessary for a specific purpose such as checking information that you have given us or where you have consented or would reasonably expect us to collect your personal information in this way.

We may also collect personal information about you from a range of publicly available sources including newspapers, journals, directories, the Internet and social media sites. When we collect personal information about you from publicly available sources for inclusion in our records, we will manage the information in accordance with the APPs and our Privacy Policy.

Sometimes the technology that is used to support communications between us will provide personal information to us – see the section on Electronic Transactions.

If you do not allow us to collect all or some of the personal information we request, we may not be able to achieve its purposes. For example, if you are a Candidate the Company may not be able to locate suitable work for you, or if you are a Client the Company may not be able to provide you with the product or service you are seeking.

Direct Marketing

The Company may use or disclose personal information (other than sensitive information) about you for the purpose of direct marketing (for example, advising you of new goods and/or services being offered by the Company).

The Company may use or disclose sensitive information about you for the purpose of direct marketing if you have consented to the use or disclosure of the information for that purpose.

You can opt out of receiving direct marketing communications from the Company by contacting the Privacy Officer in writing or if permissible accessing the Company's website and unsubscribing appropriately.

Electronic Transactions

Sometimes, we collect personal information that individuals choose to give us via online forms or by email, for example when individuals:

  • Ask to be on an email list such as a job notification list
  • Register as a site user to access facilities on our site such as a job notification board
  • Make a written online enquiry through our website or email us directly
  • Make a written online enquiry through other linked websites
  • Submit a resume by email or through our website
  • Submit a resume through a third party recruitment advertising website

Disclosure of Personal Information

The Company may disclose your personal information for any of the purposes for which it was collected, or where it is under a legal duty to do so.

Disclosure will usually be internally, to related entities, candidates, referees, potential and actual employers and clients of the Company.

The Company may disclose personal information to third parties such as contracted service suppliers (CSP). Examples of CSPs include, but are not limited to, financial institutions for payment processing, information technology service providers, marketing and communications agencies, printers and distributors of direct marketing material and external business advisors.

Before the Company discloses personal information about you to a third party, the Company will take steps as are reasonable in the circumstances to ensure that the third party does not breach the APPs in relation to the information.

It is important that you understand that there are risks associated with the use of the Internet and you should take all appropriate steps to protect your personal information. It might help you to look at the Office of the Australian Information Commissioner's (OAIC) resource on Internet Communication and other Technologies.

The Company will not make it mandatory for visitors to use its websites to provide personal information unless such personal information is required to answer an inquiry or provide a service. The Company may, however, request visitors to provide personal information voluntarily when participating in competitions or questionnaires.

You can contact us by landline telephone or post if you have concerns about making contact via electronic means.

Access to Personal Information

If the Company holds personal information about you, you may request access to that information by putting the request in writing and sending it to the Privacy Officer. The Company will respond to any request within a reasonable period, and a charge may apply for giving access to the personal information.

There are certain circumstances in which the Company may refuse to grant you access to the personal information. In such situations the Company will give you written notice that sets out:

a) the reasons for the refusal; and

b) the mechanisms available to you to make a complaint.

Correction of Personal Information

If the Company holds personal information that is inaccurate, out-of-date, incomplete, irrelevant or misleading, it must take steps as are reasonable to correct the information.

If the Company holds personal information and you make a request in writing addressed to the Privacy Officer to correct the information, the Company must take steps as are reasonable to correct the information and the Company will respond to any request within a reasonable period.

There are certain circumstances in which the Company may refuse to correct the personal information. In such situations the Company will give you written notice that sets out:

a) the reasons for the refusal; and

b) the mechanisms available to you to make a complaint.

If the Company corrects personal information that it has previously supplied to a third party and you request us to notify the third party of the correction, the Company will take such steps as are reasonable to give that notification unless impracticable or unlawful to do so.

Integrity and Security of Personal Information

The Company will take such steps (if any) as are reasonable in the circumstances to ensure that the personal information that it:

a) collects is accurate, up-to-date and complete; and

b) uses or discloses is, having regard to the purpose of the use or disclosure, accurate, up-to-date and complete.

The Company will take steps as are reasonable in the circumstances to protect the personal information from misuse, interference, loss and from unauthorised access, modification or disclosure.

If the Company holds personal information, it no longer needs the information for any purpose for which the information may be used or disclosed, the information is not contained in any Commonwealth record and the Company is not required by law to retain the information, it will take such steps as are reasonable in the circumstances to destroy the information or to ensure it is de-identified.

Anonymity and Pseudonymity

You have the option of not identifying yourself, or using a pseudonym when dealing with the Company in relation to a particular matter. This does not apply:

  • where the Company is required or authorised by or under an Australian law, or a court/tribunal order, to deal with individuals who have identified themselves; or
  • where it is impracticable for the Company to deal with individuals who have not identified themselves or who have used a pseudonym.

However, in some cases, if you do not provide the Company with your personal information when requested, the Company may not be able to respond to your request or provide you with the goods or services that you are requesting.

Complaints

You have a right to complain about the Company's handling of your personal information if you believe the Company has breached the APPs.

If you wish to make such a complaint to the Company, you should first contact the Privacy Officer in writing. Your complaint will be dealt with in accordance with the Company's complaints procedure and the Company will provide a response within a reasonable period.

If you are unhappy with the Company's response to your complaint, you may refer your complaint to the Office of the Australian Information Commissioner.

Company and Privacy Officer Contact Details

The Company Privacy Officer can be contacted in the following ways:

Telephone: 02 8211 3488

Email: privacy@reogroup.com.au

Postal address: P.O. Box 3273, Parramatta, NSW, 2124

Or via our contact us page.