The New Era of Executive Tech Hiring

By Retained | June 23, 2026

Executive tech hiring is undergoing a significant transformation. As CIOs and CTOs take on greater responsibility for business strategy, innovation, and organizational performance, companies must rethink how they identify, evaluate, and attract technology leaders capable of driving long-term success.

Did you know CIOs and CTOs at Fortune 500 companies are actually staying in their roles longer? In 2022, the average tenure was 4.4 years; today, it’s 5.2. Even with my ear to the ground, that surprised me. At Retained, our goal has always been to find leaders built for longevity. Multi-year transformation, platform modernization, and strategic influence don’t happen in a year or two.

The CIO’s Seat at the Leadership Table

Before diving into how to find the right leaders for these roles, it’s worth recognizing how much the role itself has evolved.

When I was leading the Technology Association of Georgia, people used to joke that technology leaders were tucked away in a back room somewhere and we’d slide a pizza under the door because they must be working on something important. Those days are long gone.

Today, Deloitte says:

• 70% of CIOs report directly to the CEO
• 80% of CIOs say their responsibilities have significantly expanded
• More than one-third now manage their own P&L

Technology leaders are increasingly viewed as enterprise leaders rather than technical specialists. In a recent podcast I am doing on LinkedIn based on CIOs that have moved to CEOs and/or Presidents, I interviewed John Trainor President of Four Technologies where this is also a trend. In fact, Deloitte reports that 67% of CIOs are interested in becoming CEOs. That trend reflects a broader shift in how organizations view technology leadership and its influence on business outcomes. If you want to learn more, you can watch my podcast: Watch here

Why Traditional Hiring Approaches Are Falling Behind

As organizations elevate these positions, the way they identify and evaluate talent must evolve as well.

In conversations with CEOs, boards, and senior leaders, its clear that expectations for technology leadership have changed dramatically, yet many organizations still rely on hiring practices built for a different era.

Posting a role and activating a network once produced a strong slate of candidates. Now, most impactful leaders aren’t actively looking because they are focused on driving transformation, leading teams, and delivering results.

Finding them requires a proactive and strategic approach.

Looking Beyond the Résumé

Assessment is evolving too.

Experience and technical expertise remain important, but they are no longer the primary differentiators. Organizations increasingly want leaders who can make sound decisions, adapt to change, influence culture, and align teams around a shared vision.

Mike Neumeier, APR, co-founder and CEO of Arketi Group, believes many organizations focus too heavily on credentials and not enough on leadership effectiveness.

“Organizations sometimes put too much weight on credentials, past titles, and what a leader has already accomplished, and not enough on how that person turns thinking into action. The best executives create clarity, build trust quickly and help teams move with purpose, especially when the path forward is uncertain.”

Neumeier also notes that successful leadership hires are often determined by qualities that don’t always appear on a résumé.

“What separates a successful leadership hire from a disappointing one is often fit, adaptability, and the ability to bring structure without adding complexity. A résumé can tell you where someone has been, but it does not always show how they listen, lead under pressure, or create momentum across an organization.”

Those observations reinforce what we’re seeing across executive search today. The question is no longer, Can this person do the job? The question is, Can this person lead us where we’re going?

Candidate Experience Matters More Than Ever

The importance of candidate experience is growing.

Senior executives evaluate organizations just as closely as organizations evaluate them. Every interaction sends a message about leadership, culture, and priorities. The strongest candidates have options, and organizations that stand out create thoughtful, transparent, and engaging experiences from the very first conversation.

The companies winning in the executive talent market understand that hiring is a leadership strategy.

The Future of Executive Tech Hiring

A strong technical foundation remains essential for today’s CIOs and CTOs, but organizations are increasingly prioritizing strategic thinking, business acumen, communication skills, adaptability, and a proven ability to deliver results.

I recently attended a technology conference where much of the conversation centered on artificial intelligence. It’s clear that AI is a powerful tool, but CEOs and boards remain focused on business outcomes. Technology alone isn’t the differentiator but the leadership controlling the technology is.

After more than two decades supporting technology leaders through TAG and now through Retained, I’m convinced that the organizations that thrive will be those that identify leaders capable of making innovation into impact.

The future of executive hiring is about finding the leader who can create lasting results.

Miller Zell Names Dallan Elk as Chief Information Officer

By Retained | May 27, 2026

Miller Zell has announced the appointment of Dallan Elk as Chief Information Officer. Elk brings decades of technology leadership experience spanning the entertainment, hospitality, food and beverage, and retail industries, having supported iconic brands including Disney, Universal, Six Flags, and SeaWorld. Most recently, he served as CIO at Zaxby’s, where he led a comprehensive IT transformation, modernizing infrastructure, strengthening cybersecurity, and enabling scalable growth. Known as an early adopter of AI, IoT, and mobile technologies, Elk brings a forward-thinking approach to technology leadership that consistently drives operational efficiency and innovation.

Retained is proud to have partnered with Miller Zell on this Chief Information Officer search and congratulates Dallan as he begins this next phase of leadership with the organization.

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Deluxe Names Ronald Wong as Chief Product Officer

By Retained |

Deluxe, a leading financial services provider to small businesses for over a century, has announced the appointment of Ronald Wong as Chief Product Officer. Wong brings extensive product leadership experience building innovative financial SaaS and payments platforms, having held senior roles at JPMorgan Chase, ACI Worldwide, and Worldpay. He has led teams of 100 or more, with deep expertise in CX/UX, agile transformation, cloud modernization, and AI/ML-driven product innovation. In his new role, he will oversee the Merchant Services product portfolio and guide a talented team toward continued growth and innovation.

We were honored to support Deluxe in identifying a product leader with the experience and vision to help drive the company’s continued innovation and growth.

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Relevantz Names Niko Sundrica as Sales Director

By Retained |

Relevantz, a global technology and consulting solutions provider, has announced the appointment of Niko Sundrica as Sales Director. Sundrica brings more than 10 years of enterprise sales experience, with a proven history of generating over $100M in corporate revenue through strategic client partnerships and consultative technology solutions spanning professional services, managed services, hardware, and software sales. Known for building strong executive relationships and leading cross-functional teams, he brings a results-driven approach to growth and client engagement.

Relevantz’s continued investment in strategic sales leadership reflects the company’s focus on long-term growth, and we are excited to have supported this important search.

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Larson-Juhl Names Bhanu Sodhi as Vice President of Technology

By Retained |

Larson-Juhl, a global leader in custom framing solutions and design innovation, has announced the appointment of Bhanu Sodhi as Vice President of Technology. Sodhi brings extensive experience in enterprise applications, IT strategy, digital transformation, and operational excellence, with a proven track record of leading large-scale technology initiatives and aligning technology strategy with long-term business goals across complex global environments.

Bhanu’s experience leading enterprise technology transformation initiatives will be a valuable asset as Larson-Juhl continues evolving its technology capabilities and operational strategy.

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Partners Over Vendors: Building Relationships That Last Beyond the Deal

By Retained | May 19, 2026

Over the years, working with thousands of companies and leaders, one question has consistently risen above the rest: How do you build a mutually trusted relationship with a potential or current client?

It’s a question that sounds simple, but in reality, it’s one of the hardest things to truly get right. Most business relationships start with a need. A company has a challenge to solve, a leadership gap to fill, or a strategic initiative that requires outside expertise. But the relationships that last, the ones that turn into long-term partnerships, are rarely built on the transaction itself. They are built on trust. In many ways, the strongest partnerships come from consistently building client trust long after the initial transaction is complete.

Building Relationships That Last

Most CRMs today are designed to move prospects through a pipeline: lead, opportunity, proposal, close. That structure is useful for tracking activity, but it doesn’t come close to reflecting how real relationships are built. Transactions are linear, and relationships are layered. They take time, consistency, and a willingness to invest beyond the immediate ask. Building client trust requires far more than simply moving someone through a sales process.

Oddly enough, the parallels between dating and business relationships are hard to ignore. I’m certainly not an expert on dating anymore, but the similarities are there. Both begin with an introduction, followed by a period of getting to know one another. There’s an effort to understand priorities, values, communication styles, and whether the cultures align. At some point, both sides are trying to answer the same question: Is this someone I can trust?

Trust Is Built Through Consistency

In business, that trust doesn’t come from a pitch deck or a proposal. It comes from showing up consistently, being honest when conversations get difficult, and proving over time that you understand not only the business challenge, but the people behind it. Building client trust means continuing to show up even after the initial conversation or transaction is complete.

And perhaps most importantly, the real test begins after the agreement is signed.

Too often, service providers focus heavily on winning the business, but far less on strengthening the relationship once the work begins. The strongest partnerships are not built by simply delivering a service and moving on to the next client. They are built through continued engagement, proactive communication, accountability, and a genuine investment in outcomes. A first date can lead to many more, or it can end abruptly. Business relationships are no different.

Why This Matters More in Executive Search

This is especially true in leadership hiring and executive search today. Organizations are operating in uncharted waters. Technology is evolving rapidly, leadership expectations are shifting, and companies are under enormous pressure to make the right talent decisions. This goes beyond a role. Organizations are really looking for partners who understand the broader business strategy and can help them think ahead.

That perspective was captured perfectly by Lavina Moss, Senior Vice President of Human Resources, Miller Zell, when she shared:

“From my perspective, a trusted partner brings consistency, candor, distinction, and a genuine understanding of our business and people. They also bring an external perspective that I may not have, opening my eyes to other ways of thinking. It is imperative that the relationship goes beyond transactions to proactive insight, accountability, and a shared commitment to outcomes, not just deliverables.”

Jane Elliot, Chief Human Resources Officer at NCR VOYIX, shared a similar perspective:

“A trusted partner goes beyond executing a request, they understand our business, anticipate needs, and bring forward perspectives we may not yet see. It’s about working toward the right outcome together with consistent insight, thoughtful challenge when it matters, and a shared sense of accountability for success.”

The Difference Between Vendors and Partners

What stands out is the idea that trusted partners do more than execute tasks. They bring perspective, challenge thinking, stay engaged, and help organizations prepare for what is next rather than simply reacting to what is happening now.

The best executive search partnerships are proactive, not reactive. They are built on ongoing conversations about succession planning, organizational structure, leadership capability, and long-term growth. They involve difficult conversations, honest feedback, and a shared commitment to success. That level of partnership cannot exist without trust.

At Retained, we believe our responsibility doesn’t end when a candidate signs an offer letter. In many ways, that’s where the real work begins. We are just as invested in the long-term success of the leader as we are in finding them in the first place. A successful placement is not measured simply by filling a position. It’s measured by the long-term impact that leader creates inside the organization months and years later. That’s the difference between a vendor and a partner. Vendors focus on deliverables and complete transactions. Partners stay invested in the relationship and focus on outcomes.

The CIO Corner | Succession Planning & Building a Future-Ready Leadership Bench

By Retained | April 14, 2026

Building a Future-Ready Leadership Bench

Succession planning used to be something leaders revisited once a year or when it became urgent. It was structured, often static, and centered around identifying a replacement. That approach doesn’t reflect how organizations operate today.

The pace of change, especially across technology, has redefined leadership. Roles evolve quickly, expectations shift, and the idea of a single “ready-now” successor is becoming less realistic. Succession planning is continuous and not a one-time exercise.

From Replacement to Readiness

Forward-thinking CIOs are moving away from simply filling roles and toward building leadership readiness over time. Instead of asking who could step in tomorrow, they’re focused on who they are actively developing for what’s next. It becomes less about titles and tenure and more about adaptability, decision-making, and the ability to lead through change.

Succession planning, in this sense, is less about prediction and more about preparation.

A Mindset Shift

Succession planning today isn’t just a process; it’s a mindset that shapes how leaders evaluate, hire, and develop talent. Rob Milstead, CIO of Intertape Polymer Group described it as something that’s always in motion:

“To me, succession planning is an ongoing mindset. There may be HR-supported milestones along the way, but ultimately, it’s a philosophy and a mindset focused on actively trying to identify my successor. Often, it’s not so much about the technology itself, but how the function partners with the business, communicates, prioritizes, and delivers results.”

That mindset starts much earlier than in development. Walt Carter, President of THG Advisors, shared:

“From the first interview with a candidate, succession planning is also in the interview: ‘Is this person a possible CIO/key leader for our team?’ I look for three attributes: IQ, EQ, and LQ, plus several narrative qualities: Grit, teaming/collaboration preferences, bias for action, and ‘pragmatic optimism.'”

Together, these perspectives show that succession planning starts earlier and plays a bigger role in leadership decisions than many organizations realize.

Where It Actually Happens

This kind of approach shows up in everyday decisions. Who gets exposure to high-impact work, who’s included in strategic conversations, or has opportunity to stretch beyond their current role. Over time, those decisions build a much clearer and more dynamic leadership pipeline. Organizations that do this well aren’t relying on a single successor, they’re building depth across the team.

Looking Ahead

For today’s CIOs, succession planning is no longer just about ensuring continuity. It’s about preparing for what’s next, before the need becomes urgent. The organizations that will be best positioned for the future are the ones consistently developing their leadership bench over time. Because in a constantly evolving landscape, succession planning is about staying ahead.

The CIO Corner | Why Skills-Based Hiring is Moving into Executive Roles

By Retained | March 24, 2026

For years, skills-based hiring was primarily used for early-career or technical roles. Now organizations are increasingly applying the same approach to executive and director-level hiring.

As businesses face rapid technological change and evolving market conditions, traditional signals like degrees, past titles, and company pedigree are no longer enough to predict leadership success. Companies are shifting their focus toward demonstrated capabilities, adaptability, and measurable impact.

A Shift in How Organizations Evaluate Leaders

Many organizations are recognizing that leadership effectiveness depends less on résumé credentials and more on the skills required to navigate change, lead teams, and drive strategy.

CIO & SVP Global Business Services for Graphic Packaging International, Nikhil Narvekar explains:

“As the pace of change accelerates, my organization is rethinking traditional hiring models and leaning more toward skills‑based talent practices. Degrees and credentials still matter, but they no longer tell the full story of a candidate’s ability to contribute in a dynamic, technology‑driven environment. By focusing on demonstrated capability, adaptability, and potential, skills‑based hiring opens the door to a broader and more diverse talent pool. We are seeing positive momentum as it helps teams move faster, match talent to real business needs, and build a workforce that’s resilient in the face of constant transformation. In many ways, it’s not just a hiring strategy but a competitive advantage.”

This perspective reflects a broader trend: skills are becoming a stronger indicator of leadership success than traditional career signals alone.

Why Skills-Based Hiring Is Expanding

As organizations navigate rapid technological change and evolving market conditions, they need leaders who can adapt quickly and lead through uncertainty.

Focusing on skills also expands the leadership pipeline by identifying candidates with transferable capabilities, not just traditional career paths. This allows companies to better align leadership talent with the real challenges their business needs to solve.

Redesigning Executive Scorecards

Adopting skills-based hiring requires rethinking how candidates are evaluated. Traditional scorecards emphasize background and experience, while a skills-based approach focuses on what leaders can deliver.

Start by defining the key outcomes the role must achieve, such as driving growth or leading transformation. Then identify the leadership skills needed to reach those goals and evaluate candidates based on evidence of those capabilities, including measurable results and real examples of problem-solving

A Competitive Advantage

As leadership demands continue to evolve, organizations that prioritize skills, adaptability, and potential will be better positioned to build resilient leadership teams.

Skills-based hiring is no longer just a recruiting trend. Increasingly, it is becoming a strategic advantage for companies navigating constant transformation.

CIO Corner – The Risk and Reward of AI in Hiring

By Retained | February 17, 2026

Dallan Elk offers a candid perspective on AI in hiring: “The risks around AI for hiring are deeply concerning. The ability for a candidate to answer questions as if they have the knowledge, even when they don’t, is a real concern. For highly skilled positions, in-person interviews are almost essential.”

Elk’s warning reflects a growing challenge for organizations. As AI tools become more complex, traditional methods of assessing candidate skills, such as remote tests, phone interviews, and even some virtual assessments, can be insufficient. For critical roles where expertise and judgment are non-negotiable, companies are increasingly relying on face-to-face evaluation to ensure they are truly selecting the right talent.

However, AI also brings undeniable benefits. As Elk notes, “Once you get past that, the value of AI is incredible. It can accelerate IT onboarding and even help identify employees at risk, allowing proactive intervention to prevent attrition.”

In many industries, especially those struggling with labor shortages or high turnover, AI is helping organizations act before small issues become big problems. AI is reshaping what’s possible in talent management, from speeding up productivity for new hires to providing insight into workforce patterns.

The key takeaway for CIOs is balance. AI is not a threat to human judgment; it’s a tool. Leveraging it wisely requires understanding both its limitations in candidate assessment and its potential to enhance onboarding, productivity, and retention. Those who can navigate these dual realities will unlock the greatest strategic value.

Why the Future of Work is a Human Challenge, Not a Tech One

By Retained |

The world of work is evolving faster than ever, and CHROs are on the front lines of this change. Organizations must navigate AI adoption, talent shortages, and board expectations. This is all while trying to maintain a healthy culture and high performance.

AI promotes efficiency, but technology alone doesn’t solve productivity gaps. In many cases, poorly implemented AI creates a flood of low-value outputs and adds “work slop” rather than real progress. It can also increase mental load and stress, particularly for employees who are learning to manage digital systems that replicate their work. The real differentiator isn’t the technology, it’s the people using it and the processes that shape how it’s applied. For CHROs, this means thinking beyond AI as a tool to automate tasks and instead considering how it reshapes workflows, skill requirements, and leadership expectations.

At the same time, talent pipelines are shifting in unexpected ways. Some employees are moving toward roles that are less likely to be automated. These are roles such as craft, trade, or leadership functions that require human judgment, empathy, or adaptability. This is something AI cannot replicate. This shift is creating new dynamics between technical expertise and essential human skills. Boards and leadership teams want leaders who can navigate uncertainty, align teams, and make sound decisions under pressure. Yet organizations push for high performance without the flexibility, rewards, or support needed to sustain it, creating a culture gap. It deteriorates engagement, retention, and long-term productivity.

These trends highlight for CHROs that the future of work isn’t about replacing humans with AI, but rather it’s about amplifying human strengths through technology. Success will come from carefully integrating AI into workflows, supporting mental health, and ensuring employees thrive and not just operate in an AI-enhanced environment.

As risks like insider threats and candidate fraud rise, the need for making human judgment is more important than ever alongside automation. Organizations that treat workforce strategy holistically by balancing technology, culture, and leadership will survive and lead. The future of work is about humans navigating complexity. Leaders who create environments where people can contribute, grow, and adapt with confidence will be the ones shaping success.