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Executive search & talent acquisition

Regular recruitment often focuses on availability and speed — finding active job seekers who fit the job description. It’s typically handled by internal HR teams and works well for standard roles that don’t require a perfect match on company culture or long-term leadership potential.

Executive search, on the other hand, is the strategic search for the right talent, not just someone who ticks boxes, but someone who truly fits your company’s values, goals, and leadership style. It’s conducted by a third party specialized in executive placements and often targets individuals who are not actively job hunting.

What sets executive search apart:

  • It’s proactive and targeted: Executive search firms don’t wait for applications. They actively approach high-potential candidates with the right expertise, values, and growth mindset.
  • It goes beyond the CV: The focus lies on cultural fit, leadership style, and long-term impact — not just qualifications.
  • It’s led by specialists: External partners bring experience, discretion, and the network to find rare, high-level profiles.
  • It fits the company, not just the role: A good executive search finds someone who matches the job and aligns with the company’s DNA — its strategy, culture, and ambitions.

That’s why executive search is the preferred approach when the stakes are high — especially for C-level, strategic, or business-critical positions in transport and logistics.

Finding the right leader in transport and logistics demands deep sector knowledge, discretion, and access to top talent that isn’t actively looking. Outsourcing executive search is a strategic move to ensure you find the perfect fit for your critical roles.

Key benefits of outsourcing executive search:

  • Specialist expertise: Gain access to industry experts who understand the roles and the talent required to succeed.
  • Expanded reach: Access a hidden pool of passive, top-tier candidates who are not actively on job boards.
  • Confidentiality: Ensure sensitive leadership changes are handled discreetly and professionally.
  • Time and focus: Keep your internal teams focused on core operations while experts handle the complex search process.
  • Improved quality: Increase the chance of a successful long-term hire with a tailored and in-depth assessment process.

Outsourcing executive search isn’t just efficient; it’s a strategic move that can define the future of your team.

The timeline for an executive search can vary depending on the role, industry, and market conditions. In transport and logistics, most searches take between 6 and 12 weeks from initial briefing to signed contract, but some can take longer if the profile is highly specific or competition is tight.

At ExSeCo, we move fast without compromising quality. Our deep industry network helps us identify suitable candidates quickly, but we always take the time to ensure the fit is right, both professionally and culturally.

Key factors that influence timing:

  • The complexity or seniority of the role
  • Availability of qualified candidates
  • Level of confidentiality required
  • Client expectations and decision-making speed

A strategic hire takes time, but the right one is always worth the wait.

Strong C-level leaders in logistics combine strategic thinking with operational know-how, and most importantly, they align with the company’s culture and long-term goals. A good match goes far beyond titles or years of experience.

At ExSeCo, we look for individuals who not only understand the business but also know how to move it forward.

What we typically look for:

  • Relevant experience in logistics, supply chain, or transport, preferably in similar environments
  • Leadership skills that inspire teams and drive results
  • Values and mindset that align with the company’s mission, people, and way of working
  • Adaptability to manage change and lead through uncertainty
  • Vision to think long-term while managing short-term challenges

The best C-level candidates aren’t just capable; they’re credible, committed, and culturally aligned.

Cultural fit is one of the most important — and often most underestimated — aspects of a successful hire. It’s not just about whether a candidate can do the job, but whether they’ll thrive in the environment, work well with the team, and support the company’s way of working.

In executive search, assessing cultural fit starts with understanding the company’s values, leadership style, decision-making culture, and team dynamics. That information then shapes how we evaluate candidates, often without revealing the client’s name in the early stages.

How cultural fit is typically assessed:

  • Through in-depth conversations that explore a candidate’s values, communication style, and leadership approach
  • By comparing these traits to the client’s culture, mission, and expectations
  • Using behavioural questions and scenario-based discussions to uncover how candidates think and act in practice
  • By observing how they respond to ambiguity, challenge, or team-based situations

Cultural fit isn’t about finding someone who’s the same; it’s about finding someone who can complement and strengthen what’s already there.

Executive search typically involves a fee based on a percentage of the candidate’s annual gross salary. This percentage can vary depending on the role, the complexity of the search, and the firm’s pricing model, but in most cases, it ranges between 20% and 33%.

Some companies hesitate at the upfront cost, but it’s important to view executive search as an investment, not just a transaction.

Why companies consider it worth the cost:

  • A bad hire at the executive level costs far more, in time, money, and lost momentum
  • Search firms reduce internal workload and speed up the hiring process
  • You get access to high-quality candidates who would never apply directly
  • The outcome is usually a stronger, longer-lasting match

As the saying goes: “If you think hiring a professional is expensive, try hiring an amateur.”

Absolutely. In fact, international recruitment is often essential in logistics, especially for roles requiring niche expertise, multilingual communication, or experience with global supply chains.

Many of the best candidates aren’t limited by borders. Whether they’re based abroad or working for direct competitors in another country, the goal is to find the right person with the right experience, wherever they are.

Why international recruitment works in logistics:

  • The industry is global by nature, and so is the talent pool
  • Executives with cross-border experience bring valuable insight and adaptability
  • Relocation, remote leadership, or hybrid setups are increasingly common
  • Many candidates are open to international moves — for the right opportunity

Geography matters, but finding the right fit matters more.

Confidentiality is a cornerstone of any executive search. Whether it’s about replacing a current leader, entering a new market, or making a strategic hire before competitors catch on, keeping the process discreet is essential for both the company and the candidate. 

Search firms use clear, structured procedures to protect all sensitive information at every stage. 

How confidentiality is typically ensured: 

  • Company names are never disclosed in early conversations with candidates 
  • NDAs can be signed where needed, by candidates or stakeholders 
  • All communication happens through the search partner, not directly 
  • Only a small, trusted shortlist is presented to the client 
  • Candidate interest is confirmed before sharing further details 


A good executive search process makes sure the right people talk, and the wrong people don’t even know a search is happening. 

Talent acquisition, especially at the executive level, is more than filling a vacancy. It’s a step-by-step process designed to find the right person for the role, the team, and the company culture. A well-structured search helps ensure the best long-term outcome for both client and candidate.

Typical stages in an executive search process:

  1. Intake and alignment: Deep dive into the company’s values, goals, and the profile they’re looking for — beyond the job description.
  2. Search strategy: Define the ideal candidate and identify where and how to find them — including passive candidates.
  3. First outreach and screening: Approach potential candidates discreetly to assess interest, experience, and basic fit — without revealing the client’s name.
  4. In-depth interviews: Explore motivation, cultural alignment, leadership style, and expectations in detail.
  5. Shortlist presentation: Deliver a focused list of top candidates, including insights on strengths, salary expectations, and long-term goals.
  6. Client interviews: Support both sides through first and second rounds — and re-align if no match is found.
  7. Offer and negotiation: Help structure a fair offer based on market benchmarks and candidate expectations.
  8. Transition and follow-up: Coordinate resignation, onboarding, and check-ins after the start date to ensure a smooth integration.

Executive search doesn’t stop at “hiring”; it continues until the match is working for both sides.

Success in executive search isn’t just about filling a role; it’s about the impact the new leader makes once they’re in place. A good hire strengthens the team, drives results, and fits seamlessly into the company’s culture and strategy.

While every organisation defines success differently, a few indicators are almost always relevant.

How executive placements are typically evaluated:

  • Client satisfaction: The company sees clear added value — operationally, financially, or culturally.
  • Candidate satisfaction: The executive feels challenged, supported, and aligned with the role and the company.
  • Longevity and retention: A strong placement lasts. If both sides are still happy after 6–12 months, that’s a clear sign of success.
  • Ongoing collaboration: Clients come back for future searches, and placed executives refer other strong candidates.

The real proof of a successful match? When both sides feel they made the right choice, and would do it again.

Transport & Logistics Industry Insights

The transport and logistics sector is changing fast, but many hiring practices haven’t evolved at the same pace. Companies are now facing a growing disconnect between the talent they need and what today’s candidates actually want. This gap makes it harder to attract, engage, and retain the right people, especially for leadership and high-responsibility roles.

Key recruitment challenges in the logistics sector:

  • Changing expectations: Younger generations like Gen Z value flexibility, purpose, and work-life balance over hierarchy or long hours.
  • Image problem: Despite its vital role in the economy, logistics still battles with an outdated reputation, which makes it harder to attract ambitious, future-minded professionals.
  • Skills shortage: There’s a growing lack of candidates who combine operational experience with digital skills and leadership potential.
  • High turnover risk: Even strong hires can leave quickly if your company culture, values, or growth path don’t align with their expectations.

Recruitment in logistics is no longer just about filling vacancies. It’s about long-term talent engagement — and that starts with adapting to a new generation of professionals.

In a sector where everything depends on timing, coordination, and resilience, soft skills can be just as important as technical know-how. Logistics managers today need to lead teams, adapt quickly to changing circumstances, and keep operations running smoothly, even under pressure.

Key soft skills for success in logistics management:

  • Adaptability: Supply chains change fast. Managers need to shift gears quickly and stay calm during disruptions.
  • Communication: Clear, concise, and structured communication helps align teams, partners, and clients, especially across multiple locations and time zones.
  • Problem-solving: Unexpected issues are part of the job. Thinking on your feet and staying solution-oriented is a must.
  • Leadership: Whether managing a warehouse team or leading a cross-border project, strong people skills and emotional intelligence make a real difference.
  • Collaboration: Logistics is never a one-person job. The ability to work across departments, systems, and cultures is essential.

In short: logistics managers are the glue between planning and execution, and soft skills are what keep everything together.

Digitalisation is transforming the logistics industry, not just in operations, but also in how teams are led. The rise of AI, automation, real-time tracking, and data-driven planning has changed what’s expected from logistics leaders.

Key shifts in logistics leadership due to digitalisation:

  • Data-driven decision-making: Leaders now need to understand and act on data insights, not just rely on gut feeling or past experience.
  • Tech-savvy leadership: You don’t need to be an IT expert, but understanding digital tools, systems, and their impact on operations is essential.
  • Change management: New tools mean new ways of working. Leaders must guide teams through change, upskilling, and innovation with clarity and confidence.
  • Agility and innovation: Digitalisation moves fast. Successful leaders embrace experimentation and adapt quickly to stay competitive.

Digitalisation doesn’t replace leadership — it redefines it. The best logistics leaders today are those who can combine strategic thinking with digital awareness and human connection.

Salaries for logistics professionals in Belgium vary widely depending on experience, responsibility, and company size. While junior roles often start with a competitive package, senior logistics executives can earn substantial compensation, especially when bonuses, benefits, and company cars are included.

Typical salary ranges in logistics (indicative):

  • Entry-level (recent graduates): Around €2,650 gross per month, often with meal vouchers, transport reimbursement, and other fringe benefits.
  • Mid-level professionals: Between €4,000 and €7,000 gross per month, depending on role complexity and management responsibilities.
  • Senior and executive roles (e.g. logistics director, supply chain VP): €8,000 to €15,000+ gross per month, often with performance-based bonuses, car allowance, and extra-legal benefits.


Keep in mind: company culture, workload, flexibility, and development opportunities can be just as valuable as the salary itself when choosing a role in logistics.

Sustainability is becoming a strategic priority in transport and logistics, but its impact on hiring is still emerging. While green ambitions are high, most companies haven’t fully translated these goals into specific recruitment criteria — yet.

What we’re seeing today:

  • Growing demand for ‘green mindset’: Candidates who think sustainably or understand multimodal transport are increasingly valued, even if it’s not yet a hard requirement.
  • Strategic roles evolving: Positions focused on route optimisation, emission reduction, or ESG reporting are becoming more common.
  • Future potential: As regulations tighten and customers demand greener supply chains, sustainability is likely to become a bigger differentiator in hiring.

In short: sustainability goals may not dominate hiring today, but they’re quietly reshaping the profile of tomorrow’s top logistics talent.

Supply chain management is evolving fast, and so is the demand for talent. Companies aren’t just looking for people who can keep things moving; they need professionals who can think strategically, adapt quickly, and support more sustainable, tech-driven supply chains.

Key trends behind today’s talent demand:

  • Multimodality and sustainability: Companies are rethinking transport flows with an eye on greener, more efficient solutions. Professionals who understand multimodal logistics and circular supply chains are in demand.
  • Digital transformation: From advanced planning systems to real-time tracking, supply chains are becoming more digital. This creates a need for talent with both operational insight and tech-savviness.
  • Resilience and agility: Disruptions like COVID-19, geopolitical shifts, and climate risks have made supply chain resilience a top priority. Analytical thinkers with scenario planning skills are now highly valued.

The logistics professionals of tomorrow will need more than just experience; they’ll need vision, flexibility, and the ability to thrive in constant change.

Brexit brought a wave of uncertainty, but also new opportunities. While many feared increased complexity, for Belgian logistics companies, it actually opened doors.

Key impacts on recruitment:

  • Increased demand for local expertise: With the UK outside the EU, customs, documentation, and compliance have become more complex. This boosts the need for professionals who understand international trade and EU regulations.
  • Belgium as a strategic hub: Some companies shifted operations to Belgian ports and airports to streamline post-Brexit supply chains. This created extra demand for skilled logistics talent in the region.
  • Focus on agility and problem-solving: Professionals who can adapt quickly, manage uncertainty, and work cross-functionally are more in demand than ever.

Brexit didn’t slow down logistics in Belgium — it reshaped it. And it reinforced the value of local talent with global insight.

In international logistics, communication is everything, and that makes language skills a real asset. The right mix depends on your region and clients, but some languages consistently stand out.

Most valuable languages:

  • English: The global language of logistics. Essential for communicating with partners, suppliers, and clients worldwide.
  • Dutch and French: Key for operations in Belgium. Knowing both gives you a serious edge in navigating local teams and customer relationships.
  • German: Helpful for cross-border trade with Germany and Central Europe, especially in supply chain and forwarding roles.
  • Any additional language: Spanish, Italian, Polish, or Mandarin? All useful depending on the trade routes and customer base your company works with.


In short: English is a must. Local languages build trust. And every extra language opens new doors.

There’s no single route to becoming a transport director, but a combination of hard-earned experience, relevant education, and strong leadership skills is key. It’s not just about diplomas; it’s about having the right mindset to manage people, complexity, and constant change.

Core qualifications and traits include:

  • Educational background: A degree in logistics, supply chain management, business, or engineering is often preferred, but experience can outweigh formal education in some cases.
  • Industry experience: A deep understanding of transport operations is a must. Most directors have worked their way up and know the business inside out.
  • Leadership skills: You need to manage teams, budgets, and change. That means strong communication, decision-making, and emotional intelligence.
  • Strategic thinking: A good transport director sees the bigger picture — anticipating risks, spotting opportunities, and aligning logistics with business goals.
  • Regulatory and tech knowledge: Familiarity with national and EU transport regulations, sustainability requirements, and digital tools is becoming more important than ever.

In essence, becoming a transport director is about combining know-how with leadership and vision. It’s not a checklist — it’s a profile that grows over time.

Smaller logistics firms may not have the brand power or budgets of large players, but they do have something just as valuable: authenticity, agility, and a human touch. These elements can be surprisingly attractive to top talent, especially those seeking to make an impact and take ownership.

Ways small firms can stand out:

  • Offer real influence: Executives in smaller firms often have more freedom to shape strategy, make decisions, and make a visible difference.
  • Focus on people and culture: A close-knit, respectful team culture with short decision lines can feel more rewarding than corporate structures.
  • Be flexible: Flexibility in work arrangements, responsibilities, or growth paths can attract ambitious leaders looking for something beyond the standard career ladder.
  • Sell your story: If your company has a clear vision, a strong client base, or a niche focus — communicate it. Great candidates are drawn to meaningful missions.
  • Leverage your network: Use personal introductions, industry contacts, and executive search partners to reach the right people — even those who aren’t actively looking.

Small firms that play to their strengths and communicate their value clearly can attract leaders who want more than just another job — they want purpose and partnership.

Career Development & Opportunities

Moving from an operational role to an executive position isn’t about luck; it’s about mindset, momentum, and long-term growth. Many logistics leaders started on the floor or in planning roles. The key is to show you’re ready before you’re asked.

Steps that help professionals grow into executive roles:

  • Go beyond your job description: Take initiative, lead projects, and look for ways to add value outside your current scope.
  • Build leadership skills early: It’s not just about knowing the process — it’s about motivating people, managing change, and making decisions.
  • Understand the bigger picture: Learn how logistics connects to finance, sales, customer service, and company strategy.
  • Communicate like a leader: Develop the ability to speak the language of both the boardroom and the warehouse.
  • Ask for feedback and stretch opportunities: Let others know you’re interested in growing — and prove it through action.

Executives aren’t born — they’re built through consistent performance, curiosity, and the courage to step up.

Transport professionals often grow into leadership roles through hands-on experience. But to truly thrive at the next level, targeted training makes all the difference. The most effective leaders in logistics combine operational expertise with people skills, financial insight, and strategic thinking.

Recommended areas for leadership development:

  • Communication & team management: leading diverse teams, giving feedback, and managing conflict
  • Change management: guiding people through transformation, digitalisation, or restructuring
  • Finance for non-financials: understanding budgets, margins, and KPIs
  • HR & talent development: learning how to recruit, retain, and grow talent
  • Strategic decision-making: thinking beyond daily operations to long-term impact

Leadership in logistics isn’t just about keeping things moving; it’s about inspiring people, improving performance, and anticipating what’s next.

A strong CV for a senior logistics role should show more than just responsibilities; it should highlight results, leadership, and long-term growth. Hiring managers want to see not only what you did, but how it made a difference.

Key tips for preparing your CV:

  • Show your progression: Make your career path clear — how you moved from operations to leadership, and what you learned at each step.
  • Focus on impact: Use numbers to show results (e.g. improved delivery times by 20%, reduced costs by €500K/year).
  • Highlight leadership and soft skills: Team development, cross-functional collaboration, and decision-making matter as much as technical knowledge.
  • Tailor it to the role: Match your CV to the job you’re aiming for, not the one you’re leaving.
  • Keep it professional and clear: Two pages are enough. Avoid jargon, and make sure formatting is clean and easy to scan.

A well-crafted CV tells the story of your leadership journey — and why you’re ready for the next step.

Logistics manager interviews go beyond operational knowledge. Recruiters and hiring managers want to understand how you lead, solve problems, and align with company culture. Expect a mix of technical, behavioural, and situational questions.

Common interview topics include:

  • Leadership style:
    “How do you motivate your team under pressure?”
    “How do you handle underperformance?”
  • Problem-solving:
    “Tell us about a time you managed a supply chain disruption.”
    “What’s the most complex logistical challenge you’ve solved?”
  • Collaboration & communication:
    “How do you coordinate across departments or with external partners?”
  • Vision & ambition:
    “Where do you see yourself in five years?”
    “What achievement are you most proud of so far?”
  • Self-awareness:
    “What would your colleagues say are your strengths — and your blind spots?”


Preparation is key: the best answers show reflection, real experience, and a leadership mindset.

In logistics, your network can be just as valuable as your experience. This sector runs on trust, long-term partnerships, and personal referrals, especially at the management and executive level. Knowing the right people often opens doors that job platforms can’t.

Why networking matters:

  • Hidden opportunities: Many senior roles are filled through informal channels or direct recommendations.
  • Credibility: Being known in the sector gives weight to your name — and builds trust before the first interview.
  • Learning and growth: Your network is a source of insight, benchmarking, and shared best practices.
  • Long-term career value: Relationships you build today often lead to opportunities years down the line.


In short: your network is part of your net worth, especially in a sector as connected as logistics.

Formal qualifications are important — but in logistics, it’s often your mindset, adaptability, and track record that make the biggest difference. Still, certain certifications can strengthen your profile, especially when aiming for leadership roles or international opportunities.

Valuable certifications in transport & logistics:

  • Lean Six Sigma: for process improvement and operational efficiency
  • APICS / CPIM / CSCP: widely respected in supply chain management
  • IATA / FIATA: for professionals in air or freight forwarding
  • Management and leadership training: especially for those stepping into team or executive roles
  • Customs or safety certifications: depending on your specialisation

But beyond certificates, what truly stands out? Smart, solution-oriented behaviour: the kind that can’t be taught in a classroom but shows up every day on the job.

Salary negotiation in logistics — like in any industry — is all about timing, preparation, and proven value. The strongest position to negotiate from is not what you want, but what you’ve already earned through performance and results.

Tips for effective salary negotiation:

  • Build your case first: Show how you’ve added value — through cost savings, efficiency gains, team development, or strategic impact.
  • Know your market value: Benchmark your role, responsibilities, and experience level against industry standards.
  • Time it right: Salary discussions land better after a strong performance review or before taking on a new level of responsibility.
  • Stay professional and realistic: Make your request part of a bigger conversation about growth — not just compensation.
  • Be patient, but clear: Sometimes it takes time. Plant the seed and prove you’re worth it.

In logistics, respect is often earned before it’s rewarded — but when you deliver, the numbers usually follow.

A background in logistics operations opens more doors than many people realise. The skills you develop — from problem-solving and planning to leadership and stakeholder management — are highly transferable across functions and industries.

Career directions beyond operations:

  • Supply chain strategy: Designing and optimising end-to-end processes
  • Customs and compliance: Specialising in regulation-heavy environments with high demand for expertise
  • Sales or business development: Using operational insight to win and manage key accounts
  • Project management: Leading cross-functional initiatives, including digital transformation
  • Executive leadership: Taking on C-level roles such as COO, Head of Logistics, or even CEO

With the right mindset and continued growth, logistics professionals can go far beyond the warehouse — and often do.

At the executive level, it’s not just about ticking boxes — it’s about showing depth, direction, and leadership potential. The strongest candidates stand out by being intentional about their career path and by demonstrating they’re ready for more than just the next job.

Ways to stand out in an executive search:

  • Show impact, not just experience: Highlight measurable achievements and strategic contributions — not just responsibilities.
  • Demonstrate self-awareness and growth: Share what you’ve learned, how you’ve adapted, and where you want to go.
  • Bring vision and clarity: Top candidates articulate not only what they’ve done, but how they think — and where they can take the business.
  • Invest in relationships: Referrals, reputation, and network all play a role at this level.
  • Be prepared when opportunity comes: Executive roles often appear unexpectedly. Those who are ready, visible, and well-positioned move faster.

In short: preparation meets opportunity — and that’s what many people call luck.

There’s no such thing as a perfect moment — opportunities arise in every market condition. Whether the sector is booming or facing challenges, companies are always on the lookout for smart, motivated professionals who can make a difference.

Why anytime can be the right time:

  • In strong markets: Growth creates new roles, new business units, and the need for people who can manage expansion.
  • In downturns: Companies need fresh perspectives and resilient leaders to help them adapt, optimise, and bounce back.
  • For you personally: If you feel ready to grow, take on more responsibility, or shift direction — that’s your signal. The external timing matters less than your internal drive.

Don’t wait for the stars to align. The best time to explore new opportunities is when you are ready to show your value — and prove it.

Consulting & Mergers  &  Acquisitions

Transport companies often focus on operational efficiency, but long-term growth requires stepping back and looking at the bigger picture. That’s where external consulting can add real value. By outsourcing non-core expertise, companies free up time and gain access to specialised skills they may not have in-house.

Relevant consulting services in the transport sector:

  • Executive search & recruitment: finding leaders with the right industry knowledge and cultural fit
  • HR consulting: support with performance management, compensation strategy, and talent development
  • Process optimisation: improving warehouse flows, route planning, or digital integration
  • Strategy & transformation: defining long-term goals, expansion plans, or M&A readiness
  • Compliance & risk management: navigating complex customs, safety, or environmental regulations


In short: transport companies do best when they focus on moving goods — and let specialists support them in moving forward.

Logistics is all about timing, efficiency, and smart decision-making — and market research helps sharpen all three. By understanding the broader market landscape, companies can stay ahead of trends, avoid costly mistakes, and identify new opportunities before competitors do.

How market research adds value in logistics:

  • Customer insight: Identify changing expectations around speed, service, and sustainability.
  • Competitor benchmarking: Understand how your pricing, delivery times, and network stack up.
  • Strategic planning: Make data-driven decisions about expansion, new services, or investments.
  • Operational improvements: Spot inefficiencies and align your offering with real-world market demand.
  • Risk mitigation: Anticipate regulatory shifts, supply chain disruptions, or pricing pressures.

Knowledge is power — and in logistics, it often translates directly into performance.

Interim managers are brought in when there’s an urgent need for leadership, stability, or transformation, but no time to hire a permanent executive. In logistics, where operations must keep moving no matter what, interim leadership can make the difference between disruption and continuity.

Typical situations where interim managers add value:

  • During transitions: Bridging the gap between outgoing and incoming leadership
  • In crisis or turnaround scenarios: Stabilising operations, solving bottlenecks, or restoring team morale
  • For specific projects or change initiatives:
    Leading a digital rollout, warehouse relocation, or restructuring plan
  • When speed is critical:
    Getting senior-level expertise on board without the delays of a full recruitment process

Interim doesn’t mean temporary in value — the right interim manager can leave a lasting impact long after their assignment ends.

A merger or acquisition in the transport sector is more than a financial deal — it’s a strategic move that affects people, processes, and performance. From early exploration to post-integration, the process requires careful planning, specialist support, and clear communication.

Key phases of an M&A process in transport:

  • Target identification: Finding a company that aligns in terms of services, geography, or strategic fit
  • Initial negotiations: Exploring mutual interest and defining deal boundaries
  • Due diligence: Reviewing financials, contracts, fleet data, compliance, and operational KPIs
  • Valuation & offer structuring: Determining company value and defining the deal (cash, shares, earn-outs…)
  • Legal & regulatory checks: Ensuring compliance with competition laws, licences, and permits
  • Integration planning: Aligning systems, teams, clients, and cultures post-deal

A smooth M&A process in logistics requires more than numbers; it needs a clear vision, expert coordination, and the ability to move fast without missing critical details.

Valuing a logistics company involves more than multiplying last year’s profit. Buyers look at long-term performance, market position, and potential for growth. While financials are key, the value also depends on the company’s fleet, contracts, systems, and leadership team.

Typical elements in a valuation:

  • Earnings & profitability: Based on adjusted EBITDA over the past 2–3 years, excluding one-off costs or COVID anomalies
  • Client base & contracts: Recurring revenue and strong customer relationships add value
  • Fleet & assets: The size, condition, and ownership structure of vehicles, warehouses, or IT systems
  • Market position: Niche expertise, reputation, and competitive advantages in specific regions or sectors
  • Future potential: Growth opportunities, scalability, and operational efficiency

Valuation isn’t just a formula — it’s a story about where the business is, and where it could go under the right leadership.

Due diligence in a transport sector merger or acquisition ensures that what looks good on paper actually holds up in practice. It’s about uncovering risks, validating assumptions, and making sure there are no surprises after the deal closes.

Key areas of due diligence in logistics:

  • Financials: Reviewing revenue streams, cost structures, debt, and hidden liabilities
  • Fleet and assets: Verifying ownership, lease terms, maintenance history, and depreciation
  • Contracts and clients: Evaluating customer concentration, contract duration, and renewal risks
  • Regulatory compliance: Checking for licences, permits, environmental compliance, and safety records
  • HR and organisational structure: Understanding team dynamics, key personnel, payroll obligations, and potential restructuring issues
  • IT and systems: Assessing the scalability, compatibility, and cybersecurity of existing tools

Thorough due diligence protects both buyer and seller — and lays the groundwork for a successful integration.

A merger in the logistics sector often brings operational shifts, cultural integration, and uncertainty for teams. That’s where change management becomes essential — not just to manage the transition, but to actively involve people and turn them into part of the solution.

Effective change management helps by:

  • Creating clarity: Keeping teams informed about what’s happening, why it matters, and how it will affect them.
  • Building engagement: Involving key people early in the process increases buy-in and helps surface valuable insights.
  • Reducing resistance: Open communication and leadership presence reduce fear and build trust throughout the organisation.
  • Maintaining performance: With the right guidance, teams stay focused and productive — even during uncertainty.

Handled well, a merger isn’t just a challenge — it’s a growth opportunity. Change management ensures that people don’t just go along with the merger but actively help make it a success.

While every logistics consulting project is unique, the most relevant KPIs typically align with the client’s P&L (Profit & Loss) statement. That’s because impact is ultimately measured in financial results — regardless of the specific sector or challenge.

Common KPI categories include:

  • Cost efficiency: Think transport cost per unit, warehousing cost per square meter, or cost per order.
  • Productivity: KPIs like orders processed per hour, truck fill rate, or pick accuracy highlight operational performance.
  • Service levels: On-time delivery rate, order accuracy, and customer satisfaction scores show the quality of execution.
  • Inventory performance: Inventory turnover, stock accuracy, and days of inventory on hand help measure control and flow.
  • Profitability: Gross margin per shipment, EBIT per customer, or ROI of specific processes tie it all back to the bottom line.

Ultimately, the most valuable KPIs are the ones that clearly connect operational improvements to business results.

Mergers and acquisitions are complex, high-stakes processes. A trusted M&A partner brings not just expertise, but also clarity, confidence, and structure — helping you avoid costly mistakes and seize the right opportunities.

Key roles of a trusted M&A partner:

  • Strategic guidance: From target selection to negotiation tactics, they help shape the right deal in line with your business goals.
  • Access to the right network: Experienced M&A advisors have established connections with potential buyers, sellers, legal experts, and financiers — giving you reach you wouldn’t have on your own.
  • Objective insight: They provide a clear, external perspective — helping you see risks and opportunities you might overlook internally.
  • Process management: From valuation and due diligence to deal structuring and final negotiations, they keep the process moving and reduce stress on your internal teams.
  • Confidentiality and discretion: Sensitive information is handled professionally, protecting your business throughout the transaction.

Trying to manage an acquisition alone can be risky. A trusted M&A partner doesn’t just increase your chances of success — they help you get the best deal with the least disruption.

A typical transport M&A process can take anywhere from 6 to 12 months, depending on deal complexity, the readiness of both parties, and regulatory or financial hurdles.

In the logistics sector, buyers and investors look for more than just profit. They want resilience, growth potential, and a well-run operation that won’t fall apart after the deal. The right combination of numbers, people, and positioning makes all the difference.

Attractive features in a logistics business:

  • Stable and recurring revenue: Long-term contracts, diversified clients, and low customer churn
  • Efficient operations: Strong planning, use of digital tools, and solid cost control
  • Clean financials: Transparent books, no hidden liabilities, and steady EBITDA
  • Modern, well-maintained fleet: Owned or leased assets in good condition, with clear documentation
  • Skilled and stable team: Experienced management and low staff turnover increase confidence
  • Strategic market position: Niche expertise, strong reputation, or presence in high-demand regions

An attractive transport company tells a clear story: this is a business that works well today — and is ready to grow tomorrow.

Technology & Innovation in Logistics

AI and machine learning are transforming logistics, but not replacing the human element. These technologies are enhancing, not eliminating, the role of logistics managers.

They support better decision-making by:

  • Predicting delays and disruptions before they happen
  • Optimising routes, inventory, and resource allocation
  • Automating repetitive tasks like demand forecasting or invoice processing
  • Identifying patterns in large data sets that humans might miss

But logistics remains a dynamic and people-driven industry. Unexpected issues still require human judgment, especially when production hiccups, traffic problems, or customer demands force quick pivots.

The real impact? Logistics managers who embrace AI become more strategic, more responsive, and more valuable than ever.

Blockchain brings a new level of trust and traceability to supply chains, especially those involving multiple partners and international flows.

Key benefits include:

  • Immutable record-keeping: Every transaction is time-stamped and unchangeable, reducing fraud and errors.
  • End-to-end traceability: From raw materials to final delivery, each step is visible on a shared ledger.
  • Real-time visibility: All stakeholders access the same up-to-date data.
  • Smart contracts: Automated processes (like payments or customs clearance) trigger instantly when conditions are met.
  • Enhanced accountability: It’s clear who did what, when — no more blame-shifting.
  • Consumer trust: End users gain insight into where products come from and how they were handled.


In short: blockchain streamlines complexity, improves collaboration, and builds confidence — across the entire supply chain.

The Internet of Things (IoT) is revolutionising how logistics companies track and manage their fleets. By equipping vehicles and assets with smart sensors, companies gain instant, detailed insights that go far beyond GPS.

Key benefits:

  • Real-time visibility: Know exactly where every vehicle is, at all times.
  • Predictive maintenance: Sensors detect wear and tear early, reducing breakdowns and repair costs.
  • Driver behaviour monitoring: Improve safety and efficiency by tracking speed, braking, and idle time.
  • Fuel efficiency: Spot fuel waste and optimise routes in real time.
  • Cargo monitoring: Monitor temperature, humidity, and shock for sensitive shipments.


IoT turns your fleet into a living, connected system — helping you make smarter decisions, reduce costs, and deliver more reliably.

Autonomous vehicles are more than just a technical innovation; they’re changing the rules of the game for senior leaders in transport and logistics.

Here’s how executive roles are evolving:

  • Strategic foresight becomes critical: Executives must anticipate how autonomy will shift cost structures, fleet management, and delivery models.
  • New compliance challenges: Safety, liability, and regulatory frameworks are changing fast. Leaders need to stay ahead.
  • Tech-driven partnerships: Executives increasingly collaborate with tech providers, data analysts, and AI specialists.
  • Organisational impact: The shift affects people, roles, and workflows. Change management and talent strategy become part of the executive remit.


In short: autonomous vehicles are reshaping the industry, and it’s up to transport leaders to translate innovation into impact.

Modern logistics relies on a digital backbone — and that makes it a target. From connected trucks to warehouse systems and handheld devices, every part of the supply chain is a potential entry point.

Crucial cybersecurity measures include:

  • End-to-end protection: Secure all systems — from fleet telematics to warehouse scanners — as part of one ecosystem.
  • Access control: Use strong authentication and strict user permissions to prevent unauthorised access.
  • Continuous monitoring: Detect unusual behaviour fast to minimise damage and respond quickly.
  • Regular updates and patching: Outdated systems are easy targets. Keep all software up to date.
  • Employee training: Many breaches start with human error. Make cybersecurity part of the culture.
  • Incident response planning: Be ready with clear protocols if something goes wrong.

Cybersecurity in logistics isn’t optional — it’s essential to protect operations, data, and customer trust.

Logistics thrives on timing, precision, and cost-efficiency — and data analytics turns all three into measurable, actionable insights.

Here’s how data analytics supports better decisions:

  • Real-time visibility: Monitor shipments, inventory, and fleet movements as they happen, and act immediately when issues arise.
  • Predictive planning: Use historical data to forecast demand, optimise routes, and avoid costly delays.
  • Operational efficiency: Spot inefficiencies, such as idle times or underused assets, and improve processes.
  • Cost control: Analyse costs across the supply chain to find savings without sacrificing service.
  • Customer satisfaction: Align logistics with service expectations by anticipating customer needs more accurately.

With the right data, logistics companies can shift from reactive firefighting to a proactive strategy — and that’s a real competitive edge.

Digital transformation in logistics is about more than just adopting new tools — it’s about making your entire operation smarter, faster, and more customer-focused.

A digital transformation consultant helps by:

  • Aligning tech with strategy: They don’t just implement software; they ensure every tool supports your business goals.
  • Streamlining operations: From warehouse automation to paperless invoicing, they identify where digital solutions can save time and reduce errors.
  • Improving customer experience: Faster deliveries, better tracking, and fewer mistakes all lead to happier clients.
  • Future-proofing your business: They help you stay ahead of industry trends like AI, IoT, and predictive analytics.
  • Avoiding costly mistakes: With their experience, consultants can help you choose the right vendors, avoid unnecessary tools, and implement systems effectively.

In short: a good consultant translates innovation into real-world results — for your team, your margins, and your customers.

Hiring the right leaders for a logistics startup means finding people who speak both the language of technology and the realities of supply chain. That’s a rare mix — but it’s exactly what drives growth in this space.

What to look for in tech-savvy logistics leaders:

  • Dual fluency: They understand both digital tools and operational challenges — not just one or the other.
  • Startup mindset: They’re hands-on, agile, and used to building things from the ground up.
  • Strategic vision: They can scale systems and teams while keeping an eye on cost, performance, and user experience.
  • Execution power: They turn ideas into working solutions, not just pitch decks or roadmaps.
  • Cultural fit: In a small team, leadership style and team dynamics matter just as much as technical know-how.


Attracting this talent takes a targeted approach — often through executive search — because they’re not always actively looking, but they’re open to the right opportunity with the right vision.

Regulations, Sustainability & Diversity

In 2025, logistics executives must navigate an increasingly complex regulatory landscape shaped by digitalisation, sustainability goals, and geopolitical pressures. Staying compliant isn’t just a legal obligation — it’s a strategic necessity.

Key EU regulatory areas to monitor:

  • Customs & Trade: Expect stricter controls on e-commerce flows, real-time digital customs declarations, and further harmonisation of VAT rules for cross-border trade.
  • Transport Documentation & Safety: The EU is pushing digital consignment notes (e-CMR), updated driver hour rules, and enhanced vehicle safety standards — especially for autonomous and electric transport.
  • Environmental & Sustainability Regulations: Regulations around CO₂ emissions, carbon reporting, and mandatory green procurement policies are tightening. The “Fit for 55” package continues to impact fleet strategy and warehousing.
  • Accessibility & Inclusion: New guidelines promote accessible transport infrastructure and inclusive workforce practices, which also impact recruitment and facility design.


Logistics leaders who stay ahead of these trends — and actively adapt their operations — will turn regulatory complexity into competitive advantage.

In today’s logistics sector, ESG (Environmental, Social, and Governance) isn’t just a reporting framework — it’s a business driver. As companies feel growing pressure from regulators, clients, and investors, they’re looking for executives who can embed ESG into the heart of operations.

What does that mean in hiring?

  • Environmental: Leaders are expected to understand carbon accounting, green logistics, and circular supply chain principles — and to turn them into measurable impact.
  • Social: Inclusive hiring, ethical sourcing, and employee well-being now fall under leadership responsibility. Executives need to show they can manage diverse teams and support social equity.
  • Governance: Transparency, compliance, and ethical leadership are non-negotiable. Stakeholders want assurance that your leaders won’t just hit numbers, but do so responsibly.


In short: Logistics companies are no longer just hiring operational experts — they’re hiring ESG-savvy changemakers who can balance performance with purpose.

Carbon neutrality in logistics isn’t just a sustainability goal — it’s a strategic business advantage. And it starts at the top.

Logistics leaders play a crucial role by:

  • Mapping emissions hotspots: From fleet operations to warehousing, leaders must understand where emissions occur and how to measure them accurately (Scope 1, 2, and 3).
  • Driving data-based efficiency: Route optimisation, load planning, and energy-efficient infrastructure all reduce emissions while cutting costs — if led with the right data and priorities.
  • Investing in greener tech: From EVs and alternative fuels to solar-powered warehouses, leaders must push for smart upgrades with long-term ROI.
  • Building sustainable partnerships: Collaboration across the supply chain is key. Carbon neutrality rarely happens in isolation — it requires aligned goals with suppliers, customers, and logistics partners.
  • Offsetting the rest: Where emissions can’t yet be eliminated, credible offsetting schemes should be used as a temporary bridge — never as a substitute for action.


The bottom line: Carbon-neutral strategies succeed when logistics leaders balance ambition with practicality — combining operational excellence, innovation, and accountability.

Diversity and inclusion (D&I) are no longer just HR topics — they’re essential to building strong, resilient logistics teams. In transport, where teamwork and trust are critical, inclusive practices make a measurable difference.

Best practices for D&I in transport and logistics:

  • Unbiased hiring and promotion: Use structured interviews, anonymised CVs, and clear evaluation criteria to reduce bias in recruitment and career development.
  • Training and awareness: Provide regular sessions on inclusion, unconscious bias, and respectful communication — with practical examples relevant to logistics teams.
  • Embed D&I into strategy: Make diversity and inclusion part of company culture, leadership behaviour, and everyday operations — not just a statement on paper.
  • Accessible workplaces: Consider physical accessibility, flexible working arrangements, and inclusive communication styles for different profiles.
  • Employee voice and feedback: Run surveys, hold open discussions, and act on feedback from diverse team members to continuously improve.


The bottom line: Inclusive teams perform better, innovate faster, and create a safer, more attractive workplace in a demanding industry.

Sustainability in logistics isn’t just about technology or compliance — it’s also about people. Assessing whether a candidate truly has a sustainability mindset helps ensure they’ll drive long-term impact, not just talk about it.

Ways to evaluate a sustainability mindset:

  • Track record: Look at concrete examples from their past roles: have they implemented green initiatives, improved efficiency, or advocated for sustainable practices?
  • Values alignment: Ask how they define sustainability in their own words. Genuine passion usually shows through in how they connect it to business and people.
  • Behavioural questions: Pose scenarios like: “What would you do if reducing emissions increased short-term costs?” Their response reveals whether they balance environmental and business needs.
  • Systems thinking: Strong candidates see sustainability as part of a bigger picture — linking it to efficiency, innovation, and competitiveness.


In short: A true sustainability mindset combines ethics with action. It’s about more than being “aware” — it’s about making decisions that benefit both business and the planet.

Governments and institutions across Europe are encouraging greener logistics with financial and regulatory incentives. For transport companies, this means cutting emissions doesn’t just save fuel costs — it can also unlock new funding and competitive advantages.

Common incentives include:

  • Government grants and subsidies: Support for investing in electric trucks, charging infrastructure, or alternative fuels.
  • Tax credits and deductions: Fiscal benefits for companies that upgrade fleets or facilities to meet stricter emission standards.
  • Innovation funding: EU and national programs that co-finance R&D in clean transport technologies and sustainable logistics solutions.
  • Carbon trading and offset schemes: Opportunities to benefit financially from reducing emissions beyond regulatory requirements.
  • Preferential treatment in tenders: Public and private procurement increasingly favour suppliers with strong sustainability credentials.


Bottom line: Companies that actively reduce transport emissions gain not just environmental credibility, but also access to funding, cost savings, and new business opportunities.

Trade sanctions don’t just affect goods and routes — they also reshape the logistics labour market. When markets close or compliance requirements increase, companies must adapt their hiring to stay competitive and compliant.

Key impacts of trade sanctions on hiring:

  • Increased compliance needs: Companies often need to hire or train specialists in customs, trade law, and sanctions compliance to navigate restrictions safely.
  • Restricted access to talent: Sanctions can limit the ability to recruit from certain countries, shrinking the international talent pool.
  • Cost pressure on HR and operations: Compliance checks, legal reviews, and onboarding procedures become more complex and resource-intensive.
  • Shifts in demand: Companies operating in high-risk or sanctioned regions may downsize, while firms in compliant hubs (e.g. Belgium, the Netherlands) may see talent demand increase.


In short: Sanctions reshape where and how logistics firms hire. Companies that stay agile — and invest in compliance expertise — turn these challenges into opportunities for safer, more trusted operations.

Candidate Experience & Employer Branding

In logistics, where skilled professionals are in high demand, the candidate experience can make or break your recruitment success. A seamless process ensures candidates feel valued and informed from start to finish.

Best practices include:

  • Clear communication: Be transparent about timelines, expectations, and next steps.
  • Fast feedback: Don’t leave candidates waiting. Timely responses show respect and keep top talent engaged.
  • User-friendly application process: Simple, mobile-friendly forms and straightforward steps reduce drop-offs.
  • Personalised interactions: Tailor communication to the role and candidate, showing you understand their expertise.
  • Consistent follow-up: Even rejected candidates appreciate closure and constructive feedback.


The result? Candidates are more likely to recommend your company, reapply in the future, and accept offers when the experience feels smooth and professional.

A strong employer brand in transport and logistics goes beyond competitive pay. It’s about showing current and future employees that your company is a safe, innovative, and supportive place to build a career.

Key elements include:

  • Safety first: Highlight your commitment to protecting employees on the road, in warehouses, and in offices.
  • Innovation and technology: Showcase investments in digital tools, automation, and sustainability that keep the company future-ready.
  • Career growth: Emphasise training, development opportunities, and clear paths for advancement.
  • Employee well-being: Promote initiatives that support work-life balance, health, and flexible working conditions.
  • Reputation and stability: A track record of reliability, strong client relationships, and resilience in market challenges builds trust.


Why it matters: A strong employer brand attracts the right candidates, retains talent longer, and sets you apart in a competitive market.

Social media isn’t just for entry-level hiring — it’s a powerful tool to reach and engage senior logistics professionals. Executives and specialists are often not actively job-hunting, but they do follow industry news, thought leadership, and peer networks online.

Ways social media helps attract senior talent:

  • Showcase leadership culture: Share insights from your executives to highlight vision, transparency, and strategic thinking.
  • Promote industry expertise: Post about innovations, supply chain challenges, and case studies to position your company as a knowledge leader.
  • Highlight executive opportunities: Use targeted campaigns on LinkedIn and niche platforms to reach passive candidates.
  • Build employer credibility: Consistent, professional content reassures senior candidates that your company is stable and forward-looking.
  • Engage through storytelling: Videos, testimonials, and behind-the-scenes content make leadership roles feel more tangible and appealing.


Bottom line: Social media lets you reach the right audience with the right message, and influence top talent long before they apply.

For senior candidates, choosing a new role is about more than salary — it’s about trust, culture, and long-term fit. Employee testimonials provide the authenticity executives need to make informed decisions.

Why testimonials matter in executive hiring:

  • Authenticity: Real stories from employees carry more weight than corporate messaging.
  • Cultural insight: Testimonials reveal how leadership, teamwork, and values play out in daily operations.
  • Employer credibility: Positive voices from within the company signal stability and employee satisfaction.
  • Decision-making confidence: Executives considering a move want reassurance that the promises made during recruitment reflect reality.
  • Stronger employer brand: Testimonials amplify reputation and help attract other high-level candidates.


In short: Employee testimonials turn abstract company values into lived experiences — and that makes a powerful impression on executive talent.

Gathering feedback after interviews is an essential part of improving the recruitment process. It shows respect for candidates and provides valuable insights into how your company is perceived.

Common ways to collect feedback:

  • Surveys: Short online forms after the interview to measure clarity, professionalism, and overall impression.
  • Follow-up calls: A personal conversation that provides deeper insights and leaves candidates feeling heard.
  • Anonymous feedback tools: Encourage honest responses, especially from candidates who were not selected.

How feedback is used:

  • Identify weak points in the application or interview process.
  • Train hiring managers on communication, responsiveness, and candidate care.
  • Refine employer branding and adjust messaging to better align with expectations.
  • Improve overall candidate experience, making future hires more successful.


The benefit: Candidates — even those not hired — walk away with a positive impression, strengthening your company’s reputation in a competitive talent market.

Virtual interviews have become standard in executive search, but to attract and assess top-level talent effectively, they must be handled with care and professionalism.

Best practices include:

  • Thorough preparation: Share the agenda, interviewers’ names, and technical details in advance so the candidate feels respected and prepared.
  • Reliable technology: Test platforms, cameras, and sound beforehand to avoid distractions during the conversation.
  • Professional setting: Both the interviewer and candidate should be in a quiet, well-lit space that reflects professionalism.
  • Structured format: Use a clear framework with time for introductions, core questions, and candidate input to ensure fairness and consistency.
  • Engaging interaction: Keep the conversation dynamic; show interest in the candidate’s achievements and leave time for their questions.
  • Follow-up: Provide feedback or next steps promptly to maintain trust and momentum.


In short: A well-run virtual interview demonstrates professionalism, strengthens employer brand, and helps secure the confidence of executive candidates.

Video job descriptions bring roles to life in a way that text alone cannot. They give candidates an authentic feel for the company, the culture, and what it’s like to work there — which is especially powerful in a competitive logistics talent market.

Benefits of video job descriptions:

  • Authenticity: Show real people, real workplaces, and genuine company culture.
  • Clarity: Complex roles become easier to understand when explained visually and verbally.
  • Higher engagement: Candidates are more likely to watch a short video than read a long description.
  • Stronger emotional connection: Videos create a sense of trust and excitement that motivates candidates to apply.
  • Employer branding: Well-produced videos reinforce the company’s values and reputation.


The takeaway: Video job descriptions don’t just inform — they inspire. They help candidates see themselves in the role before they’ve even applied.

Measuring candidate satisfaction is key to understanding how your recruitment process is perceived — and where improvements are needed. In logistics recruitment, where talent is scarce, these insights can directly impact your success.

Common metrics include:

  • Net Promoter Score (NPS): Measures whether candidates would recommend your recruitment process to others.
  • Application completion rate: Tracks how many candidates finish the application, highlighting if the process is too complex.
  • Time-to-feedback: Monitors how quickly candidates receive updates after interviews.
  • Post-interview surveys: Collect ratings on professionalism, clarity, and overall experience.
  • Drop-off rate: Identifies points where candidates abandon the process.


Why it matters: Tracking these metrics helps companies refine recruitment, improve employer branding, and increase the likelihood of offer acceptance.

For logistics companies recruiting internationally, consistency is key. Candidates should experience the same values, tone, and professionalism whether they see a job ad in Belgium, a LinkedIn post in Germany, or a careers page in Asia.

Best practices for maintaining brand consistency:

  • Standardised messaging: Define a clear employer value proposition (EVP) and use it across all markets.
  • Unified visuals: Logos, colours, and design templates should remain consistent to strengthen recognition.
  • Core values front and centre: Safety, innovation, growth, and employee well-being should be highlighted everywhere.
  • Local adaptation: Translate and adjust content for cultural relevance while staying true to the global brand.
  • Centralised guidelines: Provide recruiters and partners with playbooks to ensure alignment in tone and visuals.


In short: Global consistency builds trust and credibility, while local nuance ensures relevance — together they create a strong, unified employer brand.

A strong employer brand doesn’t just attract candidates — it helps close the deal. When candidates feel aligned with a company’s culture, mission, and reputation, they’re far more likely to accept an offer.

Ways employer branding impacts acceptance rates:

  • Trust and credibility: A well-known, respected brand reassures candidates they’re making the right move.
  • Cultural alignment: Candidates who already identify with your values are less hesitant when it comes to saying yes.
  • Perceived long-term growth: A brand that highlights career development and stability makes offers more attractive.
  • Positive candidate experience: Consistent communication and authentic messaging build confidence throughout the process.
  • Competitive edge: In a market where multiple offers are common, a strong employer brand can tip the scales in your favour.


Bottom line: Strong branding turns job offers into career opportunities, making top talent more likely to accept and stay.

Global Mobility & Relocation

Relocating for a senior role is more than just moving from A to B — it’s about making sure the executive and their family can settle quickly and focus on the job. Companies that provide comprehensive support reduce stress, speed up integration, and increase retention.

Executives typically expect:

  • Premium housing assistance: Help with finding suitable accommodation in safe, well-connected areas.
  • Family integration: Support for spouses in finding work, schools for children, and access to healthcare.
  • Settling-in services: Guidance on banking, utilities, registrations, and local essentials.
  • Cultural orientation: Practical tips and training to help the whole family adapt to a new country.
  • Ongoing logistical help: Continuous support for admin or unforeseen issues during the assignment.


In short: A smooth relocation package isn’t just a perk — it’s a key factor in ensuring executives succeed abroad.

For executives relocating across borders, securing visas and work permits is often the most critical — and time-sensitive — part of the process. A smooth, compliant approach helps avoid delays and ensures leaders can focus on their new role.

Best practices for handling visa and work permit processes:

  • Partner with immigration specialists: Work with experts who know local regulations inside out.
  • Early planning: Start applications well in advance to account for processing times and potential bottlenecks.
  • Accurate documentation: Ensure all forms, certifications, and supporting documents are complete and error-free.
  • Liaison with authorities: Maintain direct communication with government agencies or registered agents to resolve issues quickly.
  • Candidate support: Provide guidance to executives and their families on requirements, timelines, and next steps.


The bottom line: Properly managed visa and permit processes reduce stress, prevent costly delays, and set the foundation for a successful international placement.

Relocating executives often face more than logistical hurdles — adapting to a new culture is just as important for their success. Companies that invest in cultural integration help leaders settle faster, perform better, and stay longer.

Effective cultural adaptation services include:

  • Orientation programs: Practical introductions to the country’s customs, values, and everyday life.
  • Interactive training: Workshops on communication styles, workplace etiquette, and negotiation approaches in the local context.
  • Mentoring or buddy systems: Pairing new hires with experienced colleagues who can provide guidance inside and outside the workplace.
  • Cultural sensitivity workshops: Helping both the new executive and existing teams build mutual understanding.
  • Family support: Resources for spouses and children to ease their own cultural adjustment.


Why it matters: Smooth cultural adaptation reduces misunderstandings, boosts confidence, and accelerates integration into both the company and the community.

Expatriate compensation packages are designed to make international moves attractive while ensuring executives can maintain their standard of living abroad. They usually go well beyond base salary to cover the unique challenges of relocation.

Typical elements include:

  • Base salary: Competitive pay aligned with seniority and market benchmarks.
  • Cost-of-living allowance: Adjustments to offset higher living costs in the host country.
  • Housing allowance: Support for premium housing suitable for executives and their families.
  • Relocation assistance: Coverage of moving costs, flights, and settling-in services.
  • Tax equalisation: Ensures the executive doesn’t pay more tax abroad than they would at home.
  • Education allowance: Schooling support for children, often at international schools.
  • Comprehensive health insurance: Covering both the executive and their family across borders.


The goal: Expat packages are built to remove financial and practical barriers so leaders can focus on delivering results in their new role.

Relocating executives face complex tax situations, often balancing obligations in both their home and host countries. Getting this right is crucial for compliance, financial stability, and overall satisfaction with the move.

Key tax considerations include:

  • Tax equalisation: Ensuring the executive pays no more (and no less) tax abroad than they would at home.
  • Relocation expense treatment: Covering moving costs, housing, and allowances may trigger taxable benefits without proper structuring.
  • Double taxation: Avoiding the risk of being taxed in both countries through treaties and expert planning.
  • Tax gross-ups: Employers may cover additional tax burdens created by allowances or benefits.
  • Compliance with local laws: Executives must meet filing requirements in the host country while maintaining obligations in their home country.


Bottom line: Tax planning is a core part of any relocation package — and specialist advice is essential to avoid costly surprises.

Not every strong leader is automatically ready to succeed abroad. International assignments demand additional skills, adaptability, and cultural intelligence. Assessing readiness helps ensure the right fit before relocation.

Ways to evaluate international leadership readiness:

  • Cross-cultural competence: Test whether the candidate understands and respects cultural differences in communication, teamwork, and decision-making.
  • Adaptability: Look for evidence of resilience and flexibility in unfamiliar or high-pressure environments.
  • Strategic mindset: Assess their ability to see the bigger picture and align local operations with global company goals.
  • Prior international experience: Previous exposure to global teams, markets, or assignments is a strong predictor of success.
  • Behavioural interviews and assessments: Scenario-based questions and simulations reveal how a candidate reacts to international challenges.

The takeaway: International readiness is about more than technical expertise — it’s about mindset, cultural fluency, and the ability to lead across borders.

Placing executives across borders offers opportunities, but it also comes with unique risks that can affect both the leader and the organisation. Identifying these early helps companies mitigate challenges and secure successful placements.

Key risks include:

  • Regulatory hurdles: Complex visa, tax, and compliance requirements can cause costly delays.
  • Cultural misunderstandings: Differences in leadership style or workplace norms may lead to friction with local teams.
  • Security concerns: In certain regions, safety issues can impact both the executive and company operations.
  • Infrastructure limitations: Poor transport, digital, or supply chain infrastructure can hinder performance.
  • Communication barriers: Language differences and time zones complicate collaboration and decision-making.


Why it matters: Without proper preparation and support, these risks can undermine even the most capable leaders. Proactive planning ensures cross-border placements succeed.

Cross-border executive moves require seamless coordination between multiple stakeholders. Strong collaboration with global partners ensures that executives transition smoothly and compliantly into their new roles.

Best practices for coordinating candidate mobility:

  • Build strong relationships: Establish trust and open communication with relocation agencies, legal advisors, and local HR teams.
  • Share compliance standards: Align on visa, tax, and labour law requirements to avoid legal or regulatory issues.
  • Centralise processes: Use standardised checklists, documentation, and timelines for consistency across countries.
  • Align expectations: Ensure all partners understand the executive’s role, package, and start date to avoid miscommunication.
  • Continuous updates: Regular progress reporting keeps all stakeholders aligned and prevents last-minute surprises.


The outcome: When global partners work as one team, executives experience a smooth transition — and the company strengthens its reputation as a reliable international employer.

For remote and expatriate executives, onboarding is more than just a first-day introduction — it’s about helping them integrate quickly into both the company and their new environment. A structured, thoughtful approach sets them up for long-term success.

Best practices include:

  • Structured orientation: Provide clear introductions to company culture, strategy, and key stakeholders.
  • Digital onboarding tools: Use online platforms for training, compliance, and knowledge sharing to bridge distance.
  • Regular feedback loops: Schedule frequent check-ins to address challenges early and keep communication open.
  • Mentorship or buddy system: Pair executives with a senior leader or peer to accelerate integration and provide cultural context.
  • Family and lifestyle support: For expatriates, offering guidance on schools, healthcare, and local networks makes the transition smoother.


In short: Onboarding remote and expat executives is about connection, clarity, and continuous support — ensuring they can focus on impact from day one.

Brexit has reshaped how Belgian companies approach cross-border mobility, particularly when it comes to moving talent between the EU and the UK. Extra paperwork, compliance requirements, and costs mean relocation strategies need to be more structured than before.

Key impacts of Brexit on relocation:

  • Visa and work permits: UK hires now require formal immigration processes, making early planning essential.
  • Tax and compliance frameworks: Adjustments are needed to handle double taxation risks and social security contributions.
  • Increased demand for EU hubs: Many companies use Belgium as a base for EU operations, with executives stationed here to avoid UK-specific hurdles.
  • Cost implications: More resources are needed for legal, tax, and relocation support compared to pre-Brexit mobility.
  • Strategic planning: Companies must evaluate whether roles are better based in the EU or UK, depending on client base and supply chain flows.


Bottom line: Brexit has added complexity, but with the right planning and partnerships, Belgian companies can still move talent efficiently while leveraging their strategic EU position.

Are you looking for the ideal manager to lead your team or a specialist to help you grow? Or are you looking for a new and challenging opportunity in the transport & logistics industry? Let’s get in touch, so we can help you find your perfect match!

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