Flint Hyde

On’s latest leadership restructure is a strong example of what thoughtful, well-communicated change looks like at scale.➡️ At a moment of real strength following record performance and surpassing CHF 3bn in net sales, the decision to transition to a Co-CEO model brings the founders closer to execution, reinforcing the very DNA that has fuelled On’s rise: innovation, speed and clarity of vision. This isn't just about the structure itself, but how it’s been handled. The transparency around Martin Hoffmann’s transition, the clear articulation of why now, and the emphasis on continuity all contribute to something critical in moments like this: trust. Trust internally, with teams dealing with change. And trust externally, with investors, partners, consumers and the On community. Equally exciting for us here at Flint Hyde is the promotion of Scott Maguire to President & COO just a year after joining. It’s incredibly rewarding to see leaders you’ve placed go on to make such a meaningful impact and moments like this are a great reminder of the long-term value of getting leadership hires right. A brand firmly on the front foot, evolving from a position of strength, and staying true to its founder-led ethos - we’re excited to see what this next chapter brings! 🚀 Photo credit: On - see the press report in the comments 👇 #Leadership #ExecutiveSearch #OnRunning #Sportswear #FounderLed #Talent #FlintHyde #OutdoorSportingGoods #Running #ProductInnovation

Following Howard Marks’ (Oaktree Capital Management, L.P.) December memo, Is It a Bubble? the chatter is still ongoing - probably because it asked the right question at the right time. ➡️ Not because AI is over. And not because the technology lacks substance. But because markets have a habit of taking a powerful truth and financing it to excess. Three months on, that question feels even more relevant. Marks’ central point was not that AI is a mirage. Far from it. It was that transformational technologies often attract two things at once: genuine long-term opportunity and increasingly speculative capital. The danger comes from the behaviour that builds around it. And that is where the conversation has been in Q1.🗣️ Over the last three months, conversations across the market have turned to how AI is being funded, how quickly revenue can catch up with capex, and where the stress will show up first. That stress is increasingly being discussed in private credit. What looked, only months ago, like a clever route to deploy capital into AI infrastructure and software is now being examined with more caution. Blackstone’s flagship private credit fund BCRED reported its first monthly loss since 2022 in February, alongside rising redemption requests. Goldman Sachs’ David Solomon has warned that the credit cycle “has not been repealed” and the BIS has highlighted the growing role of off-balance-sheet or “shadow” borrowing structures that link hyperscalers, data centres, insurers and private credit more tightly than many may have appreciated. That matters because private credit was supposed to be one of the sector’s stabilising forces: patient capital, disciplined underwriting, floating-rate returns and lower mark-to-market noise. But lower visible volatility is not the same as lower risk. If AI infrastructure is financed on assumptions of relentless demand, ever-rising pricing power and asset lives that outlast the debt used to build them, then the issue is no longer technology optimism. It is capital structure optimism. This is where Marks’ memo still lands so well. Bubbles are not defined only by absurd valuations. They are defined by psychology: FOMO, circular logic, looser standards and the growing belief that this time normal disciplines no longer apply. His conclusion was measured, not alarmist: don’t go all-in, but don’t stay all-out either. That feels like the right lens now. 🔎 In financial services executive search, this is where our focus sharpens: backing leaders who can distinguish durable opportunity from momentum, and long-term value from late-cycle enthusiasm. 📈 #ExecutiveSearch #FinancialServicesLeadership #TheBubble #LeadershipAdvisory #PrivateCredit #CreditMarkets #CapitalMarkets #FlintHyde Photo Credit: Bloomberg

Eid Mubarak to all those celebrating.🎉 Wishing our clients, candidates, and wider network a joyful and peaceful day! #EidMubarak #Eidalfitr #FlintHyde

The sun’s out, which can only mean one thing: golf is back! ⛳️ There continues to be real momentum behind the sport and the numbers back it up. In Great Britain alone, golf participation is hitting record levels. Rounds played in 2025 are up double digits year-on-year, with some periods seeing growth of over 20%, and overall participation rising as much as 14% across the country. Even compared to an already strong 2024, rounds are still up around 7% - proving sustained growth. And commercially, the opportunity is just as strong. The UK golf industry already contributes £3.6bn to the economy, with equipment sales alone reaching £1.2bn - and globally, the market is forecast to grow steadily over the next decade. So it’s no surprise we’re seeing serious investment activity. Take Peter Jones’ recent takeover of American Golf. On one level, it’s personal; A genuine passion for the game. But strategically, it’s a bet on scale. American Golf is the UK’s largest retailer in the space, and this move signals confidence in both participation growth and the move towards omnichannel retail. Then there’s Andy Murray. Since retiring from tennis, he’s leaned further into golf but more importantly, he’s investing in it! His backing of Manors Golf Apparel reflects a wider trend: athletes moving beyond endorsements and becoming active builders of brands. And Manors is part of a new wave. Alongside brands like Malbon Golf, they’re helping reshape golf’s identity - mixing performance with fashion and culture. These brands are speaking to: ➡️ A younger, more diverse consumer ➡️ Players entering the sport through lifestyle rather than legacy ➡️ An audience that values brand as much as performance Which is why golf is starting to look less like a traditional sport and more like a modern consumer category: ✅ Sport ✅ Fashion ✅ Community ✅ Content And as always, when a category goes through these changes so does the talent! Is it a positive that golf is becoming more mainstream and accessible? And as the category continues to grow at pace, what will be the biggest challenge for brands? #FlintHyde #Leadership #ExecutiveSearch #Golf #OutdoorSportingGoods #ConsumerTalent #ConsumerBrands Photo credit: Manors Golf/Golf Digest

International Women’s Day always sparks important conversations, but this year’s theme “Give to Gain” felt particularly powerful. In leadership, mentorship, advocacy and sharing opportunities often create ripple effects that shape entire careers. Thank you to Amanda Rajkumar, Kelly Pierce and Liz Wilson for sharing your thoughts with us about: • the mentors who shaped your journeys • why sponsorship still matters for women in leadership • and how small acts of generosity can create lasting change Sometimes the smallest act - an introduction, a recommendation, a moment of praise or support can ignite something much bigger. If you would like to see the full comments - you can read the blog post here 👇 https://lnkd.in/e_w9_x46 What will you choose to give in 2026? #IWD26 #WomenInLeadership #MentorshipMatters #GiveToGain #Leadership #EexcutiveSearch #Mentors #WorkplaceSupport

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For the third day of our International Women’s Day series, we spoke with Amanda Rajkumar, Founder of Rajkumar Advisory and Non-Executive Director at Great Ormond Street Hospital for Children NHS Foundation Trust. With more than three decades of global CHRO and executive experience, Amanda has built a career focused on leadership, culture and people transformation. Reflecting on this year’s theme, “Give to Gain,” she shares how generosity - through knowledge, networks and opportunity, shapes the kind of leader she strives to be, and why opening doors for others is such a powerful driver of progress. ➡️ "Generosity is a daily practice for me because so many people were generous with me throughout my career and life. Paying it forward means removing some of the gates that many talented people never even get to see. The kind of leader I want to be shares insights openly, brings people into rooms they might not otherwise access, and makes opportunity less dependent on luck. From experience, I have seen that when knowledge and networks are shared generously, leadership becomes less about hierarchy and familiarity and more about enabling others to progress." 🚀 "In 2026, I want to give more access and advocacy. That means intentionally opening my network, recommending women for opportunities, and making sure talented women are visible in the rooms where decisions are made. Progress often happens through small but deliberate actions; whether that's an introduction, a recommendation, or backing someone’s voice in the moment it matters. I want to use the access I have to make those moments happen more often. A tiny spark can light a great fire!" 🎆 Amanda’s perspective is a powerful reminder that progress often comes through intentional actions - sharing access, championing others and ensuring talented voices are heard in the moments that matter most. What will you choose to give in 2026 to help move gender equality forward? 👇 #IWD26 #GiveToGain #WomenInLeadership #ExecutiveSearch #HR #LeadershipInsights

Continuing our International Women’s Day series, we spoke with Liz Wilson, General Manager of Softgoods at Rossignol Group, about what this year’s theme, “Give to Gain,” means to her. Drawing on her experience across the outdoor and sports industry, Liz reflects on the power of mentorship and the idea that giving, is rarely one-sided. ➡️ "The “Give to Gain” theme truly strikes a chord, as it redefines generosity in the professional sphere and highlights the dynamic nature of giving. Rather than seeing generosity as a one-sided act, my experience has shown that it’s a multi-layered exchange where both parties flourish. My journey as a mentor began with Camber - a remarkable, though now-closed, US-based organisation devoted to empowering women’s leadership in the outdoor sector. In partnership with my then-employer, The North Face, Camber pioneered a year-long mentorship initiative pairing Director-level women with mid-level managers. What continues to stand out for me is the reciprocity at the heart of these partnerships. The most impactful mentoring relationships are those in which both sides actively participate and learn from one another. Since relocating to Italy, I’ve sought to continue this cycle by mentoring women across Europe. Each interaction not only allows me to share my own journey, but also to absorb new cultural perspectives and learn from others’ unique experiences." "One of the reasons I am so active in the mentor space is that when I was coming up in the industry, mentorship just wasn't a common practice. Looking back on my professional journey, I feel truly fortunate to have crossed paths with several remarkable individuals whose support has made a lasting impact. One vivid example that comes to mind is a close friend who consistently lifted my spirits during stressful periods at Nike. In moments when the environment felt overwhelming or tense, they had a knack for offering a witty, if somewhat old-fashioned, saying that always managed to shift my perspective. Another influential figure who shaped my approach was a leader with a gift for building strong relationships in sales. Their advice was to: listen carefully before sharing your own thoughts. While this may sound easy in theory, putting it into practice amid the demands of the business world can be surprisingly challenging. Lastly, I am deeply grateful to @Ann Krcik, the founder of OIWC/Camber and my very first mentor, who is sadly no longer with us. Ann taught me that embracing one's strength as a woman is not just acceptable but genuinely empowering - her guidance has left an indelible mark." Liz’s reflections highlight something we’ve heard repeatedly this week: progress is rarely achieved alone. It comes from people who take the time to share their experience, listen to others, and create space for different perspectives. What does “Give to Gain” mean to you in your career? 👇 #IWD26 #GivetoGain #Outdoors #OutdoorSportingGoods #WomenInLeadership

This Sunday marked International Women’s Day. 🎉 This year’s theme prompted us to reflect on the idea of “Give to Gain” - the impact of sharing knowledge, opening doors, and supporting others as we progress in our careers and lives. At Flint Hyde, we’re fortunate to work with an inspiring network of female leaders across industries. To mark the occasion, we’ve asked a number of women in our network to share what “Give to Gain” means to them, the experiences that have shaped their careers, and the changes they still believe organisations need to make. We’re starting the week by sharing the perspective of Kelly Pierce - Sales Manager at BALYO - who reflects on the power of mentorship and advocacy along with what more businesses could do to genuinely support women's advancement in the workplace ➡️ "I believe mentorship, sponsorship and advocacy are all essential for advancement into leadership roles, especially for women; but each also serves a different purpose. In my experience, sponsorship is most often lacking - more so than men, talented women more commonly need someone willing to actively champion their work and recommend them for leadership opportunities. I am extremely lucky to belong to an organisation that understands and embraces this concept, and I can promise it makes all the difference in a working environment. Mentorship helps build skills and confidence, particularly early on in a career. Sponsorship helps create access to real opportunities and advocacy ensures women’s contributions are more highly visible in rooms where decisions are made." 🤝 "While I am a big believer in meritocracy, I believe that businesses can make progress in supporting women by ensuring they recognise and value a broader range of leadership styles. Historically, advancement has been associated with more dominant personalities, those who maybe favor autocratic or ego-driven leadership styles. Let’s reframe and understand the intrinsic value more servant-style leadership can bring to an organisation.⚡⚡⚡ Such an environment leads to enduring teams, people who feel connected to the cause; They feel heard and valued . When employees prioritise performance and impact over personality style, they create space for the best leaders to emerge."👏 #GivetoGain #IWD26 #FlintHyde #WomeninLeadership #GlobalInsights #ExecutiveSearch #Industrials #Consumer #FinancialServices