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Christine’s extensive marketing and brand management experience within both public and…
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Christine DeYoung reposted thisChristine DeYoung reposted thisNot every great corporate executive is built for private equity. And that is not an insult. I've spent nearly two decades placing CEOs, CFOs, and COOs into PE-backed industrial, infrastructure, energy, construction, and building services businesses. Some of the strongest leaders I've worked with came from corporate backgrounds and thrived. Others struggled because nobody prepared them for how different the PE environment really is. The difference was never talent. It was fit. The first thing that catches people is the lack of infrastructure. In corporate, you have dedicated HR, IT, legal, and finance teams. At a PE-backed middle market company, you may find a bookkeeper, a part-time HR generalist, and spreadsheets where an ERP should be. McKinsey found that new portfolio company CEOs typically need to fill 30 to 40 percent of their direct reports and over half the next level down. You are building a team while running the business. The second is speed. In corporate, decisions get vetted through layers of analysis and approval. In PE, you may evaluate an acquisition, restructure a region, and overhaul pricing in the same week. AlixPartners found PE investors cited "lack of urgency" as a top driver of CEO turnover. Two of the best CEOs I've ever placed, and you know who you are, walked into struggling industrial platforms and monetized them in under 18 months at incredible multiples. They assessed, acted, and adjusted. That is the metabolism PE requires. The third is oversight. Forget quarterly board presentations. PE sponsors review financials monthly, call weekly, and expect the CEO and CFO to speak fluently to working capital, EBITDA bridges, and cash conversion. This is not micromanagement. It is the operating model. The executives who thrive view that intensity as a resource, not an intrusion. The fourth is how hands-on you have to be. In corporate, the CEO role is strategic and orchestrative. In PE, you may be the most senior person who understands the P&L at a line-item level. In industrial and field-based businesses, revenue is generated truck by truck, branch by branch, technician by technician. There is no layer between you and the problems. None of this is a criticism. It might actually be a recruiting pitch. If you view the deliberate pace, the layers of approval, and the political maneuvering of corporate life as a bug and not a feature, PE might be for you. The executives who thrive in PE felt constrained by the corporate model, not comfortable in it. The ones who struggle assumed running a $500 million P&L inside a $20 billion company is the same as running a $200 million standalone business. One has infrastructure, capital, and support. The other has a thesis, a clock, and you. For sponsors evaluating corporate candidates, the factors that matter most are standalone P&L ownership, turnaround experience in resource-constrained settings, and a willingness to be hands-on. The resume will not tell you that. The conversation will.
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Christine DeYoung reposted thisChristine DeYoung reposted thisThe first 90 days get all the love, but ... Any new leader worth their salt spends the early months doing the right things: building relationships, listening, meeting people face to face. Of course the listening tour is important but the risk is when leaders overplay it. I see leaders spend so much time connecting that other priorities fall by the wayside. Relationship building never goes away but it has to evolve. At some point, the work shifts from endless one-on-ones to creating shared clarity and direction. You need to intentionally do more virtually, ruthlessly prioritize meetings, and delegate initiatives that you may be great at and are critical to strategy but another exec can do almost as well. “Look at my calendar,” “I’ve been on the road so much I don’t know how to answer that,” “relationships are a priority here and I have no choice,” “I love it here but I’m just fried.” I hear variations of these time and time again. Yes, the listening tour helps you spot problems and potential fixes but it breaks down when there’s no time left to think and vision keeps getting pushed to tomorrow. On the flip side, another risk is seeing the problems immediately and wanting to fix them fast, to show results and prove you’re the right person for the job. Well you’re smart and a change agent and the answers are so obvious! But coming in hot rarely works, even in today’s no-such-thing-as-too-fast environment. When I was a new Chief Comms Officer, Tom Crane told me to “slow the f… down” and I wrote, Evolution not Revolution, on my whiteboard to remind myself. I’ve used that line many times since as it’s so key to bring people along, explain your thinking, make it clear what’s changing and what’s not changing. If you want change to stick, you have to socialize it and adapt to the culture you walked into, not the one you want to build. Basic change management stuff but where the best leaders can still stumble. Yes, you need to put a stake in the ground (month 4 to 6ish), declare a strong point of view, give the organization a clear sense of where you’re taking the role or the team and why. Just a reminder to focus on the how as much as the what. I’ve seen leaders stall after a great start because they failed to move from relationship-builder to vision-setter fast enough or they moved too fast before the organization was ready. The trick is knowing when to listen, when to slow down, and when to say, “this is where we’re going,” in that order.
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Christine DeYoung shared thisUnparallelled vison and talent in creating this best-in-class business model that truly puts the doctors and patients first and at the forefront.Christine DeYoung shared thisBy uniting collaboration, education, and innovation, Kalon Aesthetics is dedicated to advancing the aesthetics field and transforming lives. Our mission and vision guide every initiative we undertake, ensuring that we deliver unparalleled support to our partner practices and exceptional care to their patients.
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Christine DeYoung reposted thisGreat report! Everyone who cares ... and everyone should. See how employees are craving professional development as part of their workplace experience irrespective of remote or RTO. Remember that, please, and the mentors who are instrumental in making sure your sons and daughters receive the support they need to thrive in their careers and commit to companies for the long-haul!Christine DeYoung reposted thisI'm proud to share DHR Global’s second annual Workforce Trends Report! I had the privilege of working on this report alongside our incredible team and partners at Walker Sands. This year’s insights dive into the trends shaping the workforce in 2026: ✅ Burnout persists ✅ Engagement is falling ✅ AI is transforming work faster than most employees can keep up ✅ Return-to-office decisions are testing trust across regions In this environment, leaders face a critical question: How do we keep people engaged, connected, and resilient - no matter where or how they work? Our report provides data-backed insights and actionable strategies for executives to build more adaptable and connected organizations across North America, Europe, and Asia. As the pace of change accelerates, this global report provides a roadmap for navigating complexity and leading with intention. #FutureOfWork #Leadership #WorkforceTrends #TalentStrategy #Culture #EmployeeEngagement
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Christine DeYoung reposted thisChristine Greybe, President of DHR Global Leadership Consulting, was recently featured in The New York Times discussing why a CEO’s first year is often a defining moment in today’s fast-paced business climate. As boards increasingly place their bets on first-time CEOs, they’re valuing fresh perspectives and agile leadership more than ever. Read the full New York Times article here: https://lnkd.in/gRG4Bh5PChristine DeYoung reposted thisAt DHR Global, we see firsthand the immense pressures facing today’s CEOs — especially in the consumer sector, where volatility is rewriting the playbook for leadership. In The New York Times, Christine Greybe, President of DHR Global’s Leadership Consulting, shared how boards are adapting: “Historically boards preferred prior corner-office experience, but there’s a lot of recycled leaders as a result. So you’re seeing an openness to first-time CEOs.” As disruption continues, boards are looking for bold, fresh perspectives from new leaders who can deliver results fast. Read the full New York Times article here: https://lnkd.in/gRG4Bh5P
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Christine DeYoung reposted thisChristine DeYoung reposted thisBold leadership isn’t accidental - it’s intentional. DHR Global’s latest insights explore how courageous leaders are designing cultures of accountability, agility, and impact.
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Christine DeYoung reposted thisChristine DeYoung reposted thisRooted in trust. That’s how we will shape the future of DHR Global. In my 12 years at DHR, I’ve learned leadership isn’t about having all the answers. It’s about creating the trust and conditions for people to thrive, contribute fully, and solve challenges together. Trust isn’t built in grand gestures, but in consistent actions: keeping commitments, listening with intent, showing empathy, and owning mistakes. When people feel safe to share ideas and challenge each other, teams move faster and do better work. As I step into the role of CEO, my commitment is to lead with transparency, empathy, and accountability. Culture isn’t dictated from the top. It’s built every day in how we show up for each other. The future of DHR is ours to build, anchored in trust, powered by our people, and focused on delivering for our clients. I’m ready for this next era and excited for all we will accomplish together. #Leadership #Culture #Trust #Transparency #Empathy
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Christine DeYoung reposted thisChristine DeYoung reposted thisPrivate equity firms are facing more pressure than ever to create value. Buyers scrutinize leadership capability closely, knowing that strong teams drive better returns. Keith Giarman explains how a Talent Operating Flywheel connects talent decisions directly to a value creation plan and creates momentum at all levels in the organization to enable excellence and accelerated execution. With the right leaders in the right roles, value creation accelerates – and valuations at exit rise. Read the article to learn more: https://lnkd.in/guvww9hA #privateequity #valuecreation #leadership
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Christine DeYoung reposted thisPrivate equity investing encompasses many structures and strategies, including those employed by family offices. Not surprisingly, we work quietly and confidentially with a large number of family office investors given our own ownership roots. We understand them, their unique views as investors and line up exceptionally well with management in their portfolio companies in need of talent advisory. We are also very active working with families who embark on direct or other investing strategies requiring investment professionals to join the team. My two expert colleagues Jim Schroeder and Christine DeYoung spearhead many of our efforts in this regard. Let us know how to assist!Christine DeYoung reposted thisWe’re honored to be featured in Laura Kreutzer’s recent piece on family-backed investment firms. In the article, Geoff shared insights into HF Companies' acquisition of Oberweis Dairy and how we turned to a trusted resource—DHR Global—to recruit executive talent for the beloved dairy business. “There was an underinvestment in executive talent for a number of years,” Hoffmann said. “We knew it was going to be a big project, [but] we have a distinct advantage in our access to one of the world’s premier executive search firms.” 📖 Subscribers can read the full story here: https://lnkd.in/gq4wdyTYFamily-Backed Investment Firms Tap Entrepreneurial Roots for Direct DealsFamily-Backed Investment Firms Tap Entrepreneurial Roots for Direct Deals
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Christine DeYoung reacted on thisI am honored and excited to announce my next step as Chief Financial Officer at Whataburger! I'm grateful for my journey so far with Torchy's Tacos and Taco Bell, and I can't wait to bring those experiences to Whataburger as we navigate the next phase of growth! Looking forward to joining such an iconic brand and an amazing team! Let's go!Christine DeYoung reacted on thisWhataburger announced QSR finance veteran Ryan Moore, MBA, CPA as its next Chief Financial Officer. Moore will join Whataburger July 31, bringing deep restaurant experience to help guide the company’s financial strategy as the brand continues to grow. Moore’s 16 years of restaurant finance leadership include six years as Chief Financial Officer of Torchy’s Tacos and 10 years at Taco Bell, where he served as Vice President of Finance. His experience includes helping restaurant brands grow beyond their core markets, aligning investment with growth and preparing organizations for their next stage. More: https://lnkd.in/eyA2DM-m
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Christine DeYoung reacted on thisChristine DeYoung reacted on this🏆 #1 in the Top 100 Franchise Influencers 2026 - Catherine Monson We’re proud to recognize Catherine Monson, CFE, CEO of Propelled Brands, as the #1 Franchise Influencer of 2026. Her decades of franchise leadership, industry advocacy and role in building a powerful multi-brand franchise platform have earned her the top position in the inaugural Top 100 Franchise Influencers. Congratulations, Catherine, on this well-deserved recognition! 🎉 View all winners: https://lnkd.in/g7PY-YQT #Top100FranchiseInfluencers #FranchiseInfluencers2026 #PropelledBrands #FranchiseLeadership #Franchising #FranchiseVoice
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Christine DeYoung reacted on thisChristine DeYoung reacted on thisPlease join us in giving a warm welcome to Bob Bruning, who is joining the Neighborhood as Senior Vice President of Enterprise Supplier Management at ProTradeNet! In his role, Bob will work closely with our franchise buying councils, preferred vendors, and internal Neighborly teams to lead PTN’s supplier strategy with a focus on lowering costs for franchise owners, strengthening vendor agreements, and reinforcing confidence in the value PTN delivers. Bob is a procurement executive known for transforming global supply chain operations and delivering measurable business impacts. Over the course of his career, he has led organizations through periods of rapid growth, operational complexity, and global expansion. He is the perfect choice to continue building on ProTradeNet’s strong foundation. Welcome to Neighborly, Bob! Explore franchise careers at Neighborly: https://lnkd.in/gVeCJFFQ #Leadership #Neighborly #ProTradeNet #BringItToNeighborly
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Christine DeYoung reacted on thisChristine DeYoung reacted on thisIt's a Wrap! Nine years at DHR. I showed up as a Principal in Hong Kong: single, ambitious, and convinced sleep was optional (it was not). I'm leaving at 40 as a father of two (soon three), with slightly better judgment, a much earlier bedtime, and a calendar that now includes things like "take the babies to the park at 5pm" instead of "another dinner that definitely counts as work." Somewhere in the middle, COVID hit and I pivoted from search to leadership consulting. Equal parts messy and fun — like changing a tire while the car is still moving, but with nicer PowerPoints. New playbooks, new muscles, plenty of "I'll figure it out" moments, and the occasional laugh when nothing else was available. I also discovered how many time zones a human brain can survive before it starts replying "sounds great" to emails that absolutely do not sound great. A few thank-yous, because some people deserve public credit (and because it's my last day, so nobody can stop me): Christine Greybe — my mentor, and the reason I can spot a missing comma (or inconsistent font) on a slide from 10km away. I learned more from you than I probably realized at the time: how to think about clients, how to hold a high bar without losing the human, and what it actually looks like to do this work with care and fairness. The bar was stupidly high, and somehow I'm grateful for it. Caroline Edwards — thank you for the Hong Kong years, and for being a friend. The "quick catch-up" drinks that turned into three-hour debriefs (50% work, 50% life, 100% necessary) are some of my favorite memories of that city. Supriya Dikshit — you made the Singapore office feel like home. Fair, sharp, high EQ, and the kind of leader people actually want to work for. Rarer than it should be. Tim Wiseman — my partner in crime, time-zone math champion, purveyor of pop culture references and lousy jokes that clients somehow loved. America. F*** Yeah!!! I'm going to miss those stupid-early(late)-hour brainstorms more than I should admit. Ada Lee — the best engagement manager in Hong Kong and the relentless engine behind every shortlist. Asia at breakfast, Europe at lunch, the US at midnight — you somehow made all three happen in the same day, and made it look easy. Half the candidates who picked up the phone did it because you were the one calling. None of the work I'm proud of would have happened without you. Adelene Oh — my EA, and the only reason any of this ran on time. The endless rescheduling, the slide edits at impossible hours, the calm while I was mid-spiral. You made me look organized. We both know the truth... To everyone else at DHR — thank you. For the trust, the challenges, the laughs, and all the shared "okay… now what?" moments. To our clients and partners: thank you for the trust, and for making the work worth doing. Hell of a chapter. The next one is built for the leaders I've spent nine years sitting across from — the ones now sitting on the other side of a transition. Monday watch this space...
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DHR International
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Adam Evans
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As Executive Vice President at The Elliot Group, I lead executive search across the consumer and service industries, with specialized focus on PE-backed home services, franchise brands, health & wellness, fitness, and commercial services. With more than 25 years of experience, I partner with private equity-backed, publicly traded, and founder-led organizations on senior leadership hires that accelerate growth, optimize performance, and support scalable expansion.<br><br> <br><br>I serve as a trusted advisor to my clients — recognized for candor, a personable style, and a deep commitment to representing their brands with integrity in the market. Candidates can expect a transparent, respectful, and engaging process.<br><br> <br><br>My work sits at the intersection of consumer services, private equity, and franchise growth. That's best reflected in my decade-long partnership with Neighborly — the world's largest home services franchisor — where I've placed 40+ executives across two PE ownership eras (Harvest Partners to KKR) with a 95% retention rate.<br><br> <br><br>Recent highlights include:<br><br> <br><br>Placing C-suite and senior leaders for PE-backed home services and franchise brands scaling across North America<br><br>Advising boards and CEOs on succession planning and organizational design<br><br>Building long-term talent partnerships with consumer brands navigating ownership transitions and accelerated growth<br><br> <br><br>Let's connect if you're building your leadership team, navigating a transformation, or seeking a trusted advisor for your next critical hire.
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Michael Lamb
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<p>“Hiring continues, but it's done more at a slower pace,” said Michael Steinitz, executive director with talent solutions and business consulting firm Robert Half in an interview with Marketplace. “There's a lot of needs for people to come in and analyze that data and figure out what buckets they should go into."</p> <p><br></p> https://bit.ly/3V4ZRgC
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Richard McNeal
Lots of articles and content out there on the challenge of the CMO seat in communicating ROI and return to senior leaders. Including the CFO. This article with the CMO and CFO at Double Good is a great piece on the push and pull of that dynamic. Touches on building senior relationships, push and pull with marketing spend, and how to communicate with teams effectively. https://lnkd.in/eZpNUkT2
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