Larson-Juhl Names Bhanu Sodhi as Vice President of Technology

By Retained | May 27, 2026

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.

How AI is Rewriting the CIO and CTO Playbook

By Retained | January 20, 2026

As we enter 2026, one thing is clear: Artificial Intelligence isn’t just transforming technology, it’s redefining leadership. For organizations seeking top-tier executives, understanding this shift is critical. AI in executive leadership is now critical for organizations seeking top-tier talent and strategic advantage The roles of CIOs and CTOs are evolving faster than ever, and AI is at the center of that change.

Why It Matters

Traditionally, CIOs focused on IT operations and infrastructure, while CTOs drove innovation and technology strategy. Today, AI is blurring those lines. Automation is reducing routine IT tasks, freeing CIOs to become strategic business enablers. Meanwhile, CTOs are expected to lead AI architecture, model deployment, and cross-functional tech partnerships. Success now requires a blend of business acumen, AI literacy, and leadership vision.

What’s Changing

Prakash Muthukrishnan emphasizes that modern CIOs and CTOs must go beyond technology, they must become cultural champions of AI.

“CIOs and CTOs should become cheerleaders of AI democratization in their organization. They should enable business users to develop their own solutions to improve productivity by establishing proper security fences and data protection guard rails.”

This mindset marks a shift from control to enablement, unlocking productivity while maintaining trust, compliance, and security. It also requires new ways of working: HR and legal teams must be part of every major initiative, ensuring workforce impact, ethics, and governance are considered from day one.

AI also changes how success is measured. Prakash urges leaders to think about products, not implementations. AI enables faster development of offerings, shorter time-to-market, and competitive advantage, but only when leaders focus on outcomes rather than pilots.

Finally, AI transformation demands clear ownership. CIOs and CTOs must define a North Star for their AI journey, secure buy-in from the C-suite and board, and adopt iterative build–test–deploy–learn loops that allow the organization to adapt quickly while staying aligned to long-term strategy.

Implications for Executive Search

At Retained, we’re helping clients navigate this evolution by:

Defining Modern Roles: What does a CIO or CTO look like in an AI-first enterprise?
Leveraging AI in Search: Using advanced tools for candidate matching and leadership assessment.
Providing Market Intelligence: Salary benchmarks, talent availability, and competitive positioning.

Your Next Move

AI is no longer optional; it’s a leadership imperative. For organizations planning growth, transformation, or succession, now is the time to rethink the executive team. Leaders who embrace AI responsibly, strategically, and culturally won’t just implement technology, they will shape the future of their enterprise.

Meet The Newest Team Members of Retained

By Retained | January 15, 2026

Retained is proud to announce the addition of three team members to our growing team. As we continue to expand our executive search capabilities and deepen our client partnerships, these new hires bring a wealth of experience, leadership, and strategic insight that aligns seamlessly with our mission to deliver tailored, client-centric executive search solutions.

Patti Dismukes Joins Retained as Senior Advisor

Patti Dismukes career reflects a strong track record of leading large-scale transformational initiatives and optimizing financial management processes. She has held leadership roles at several regional, national, and global companies, where she launched new service offerings, maximized resources to meet client goals, and led enterprise-wide initiatives focused on evolving business models to adapt to changing market conditions and disruptive forces.

Patti’s dedication to improving the lives of young women and girls has guided her involvement with organizations such as Women in Technology (WIT), TechBridge, and Year Up. She served six years on the WIT Board, including as Board President from 2020 to 2023, where she led organizational changes and supported the creation of innovative programs, including the WIT Single Mothers Program, Board Readiness, and WIT Career ConneXions. From 2023 to 2025, she also served on the Board of Advisors for 3Ci, helping expand their service offerings.

In recognition of her contributions, Patti received the Ann Cramer Volunteer Award and the TAG Sales Leadership Community Award in 2019.

Beginning in 2026, Patti will serve as Senior Advisor to Retained, supporting the firm’s mission to provide strategic, tailored, and client-centric executive search solutions. In this role, she will leverage her experience to assist with strategic growth plans, implement best practices, and lead executive search opportunities

Anthony Angelo Joins Retained as Director of Business Development

Anthony Angelo brings over 15 years of experience in business staffing solutions to his role as Director of Business Development at Retained. Known for his consultative approach and commitment to building lasting partnerships, Anthony works closely with executive leadership to deliver high-impact executive search strategies tailored to each organization’s unique needs.

Throughout his career, Anthony has supported companies of all sizes, from nimble startups to Fortune 500 enterprises, across industries like healthcare and IT. His track record of success in highly complex, fast-moving environments is rooted in his deep understanding of compliance, precision, and speed. Whether navigating nuanced talent challenges or scaling leadership teams, Anthony approaches every engagement with a thoughtful, white-glove touch.

A three-time Presidents Club honoree (2017–2020) and part of a team recognized with a Best of Staffing award in 2022, Anthony is no stranger to delivering excellence. He was drawn to Retained by its culture of commitment, to clients, to candidates, and to each other, and is energized by the firm’s long-term, partnership-first approach to executive staffing.

Outside of work, you’ll find Anthony cheering on the Atlanta Braves, relaxing in Aruba, or spending time with his family and his dog. His superpower? Empathy, a trait that serves him well in both business and life.

Melisa Huskic Joins Retained as Marketing Associate

Melisa Huskic serves as a part-time Marketing Associate at Retained, bringing creativity, curiosity, and a strong desire to learn to the marketing team. She supports the execution of digital marketing initiatives across platforms including LinkedIn, YouTube, email, and the website, working closely with the Marketing Communications Manager on content development, campaign support, and site updates.

Prior to joining Retained, Melisa contributed to the Marketing Committee at Georgia Gwinnett College’s Kaufman Library, where she supported efforts to strengthen brand awareness through data-informed outreach, strategic messaging, and engaging social content. Known for her thoughtful and adaptable approach, Melisa helps keep Retained’s marketing efforts both organized, and audience focused.

Looking Ahead

With the addition of Patti, Anthony, and Melisa, Retained continues to build a strong team rooted in expertise, collaboration, and a shared commitment to client success. Retained’s new team members further our mission to empower companies to thrive by connecting them with exceptional, diverse executive talent, and reinforce our commitment to putting people first in every search.

2025 Retained Rewind: A Year in Review

By Retained | December 17, 2025

One of the most rewarding aspects of my career has been the opportunity to lead in ways that positively impact people and communities. While my roles have spanned park districts, the YMCA, health charities, tech associations, coaching companies, and staffing firms, a consistent playbook has guided my work: listen closely to customers and prospects, attract and develop exceptional talent and partners, build a strong brand, and consistently exceed expectations in delivery.

Retained. has been no exception.

In January, Retained entered its second year as a core division of Tier4 Group. Under the leadership of Betsy Robinson, Tier4 Group has become a powerhouse in delivering high-quality recruiting services, reflected in a remarkable 96 Net Promoter Score. While the team had already completed several executive leadership placements, Retained was, in many respects, still a startup throughout 2024.

Last year we laid the foundation and activated the playbook. Anyone who has launched a company or built a new division understands that success begins with a strong product, but brand awareness is just as critical. While Retained offered a differentiated and high-quality executive search solution, it was not yet widely known or fully understood in the marketplace. Many organizations already rely on long-standing search partners or internal recruiting teams, making market entry less about relationships and more about earning trust and share.

Throughout 2024, our focus was on building the brand, assembling the right team, and developing the infrastructure to scale. We successfully completed several searches that validated our approach and positioned us for meaningful growth. As a result, we entered 2025 primed for expansion. We exceeded our goals, growing closed searches by more than 300%. Still, like most leaders, we’re not satisfied.

Looking forward to 2026, we’re ready to scale even further. In order to support our ambitious growth, we’ve expanded our marketing capabilities and are adding a Business Development Director to our growing team. We see even greater opportunity ahead, and we’re just getting started.

If you’re planning an executive search in the year ahead, let’s talk. Retained brings deep expertise, a commitment to inclusive hiring, and a relentless focus on results. Backed by an award-winning recruiting team that knows how to deliver, you can be confident that we’ll find the right fit, the first time.

Thank you for your continued support!

CIO Corner | Featuring Yogaraj (Yogs) Jayaprakasam, CIO At Deluxe

By Retained | June 5, 2025

Fueling Innovation Through Curiosity, Architecture, and Outcomes. In this month’s edition of The CIO Corner, Tino Mantella is proud to feature Yogaraj (“Yogs”) Jayaprakasam, Chief Information Officer at Deluxe, a trusted payments and business technology company with more than a century of impact. Yoga is no stranger to transformation. With a calm, strategic demeanor and a sharp eye on what’s next, he’s helping Deluxe harness the full power of technology to serve its customers better and future-proof its operations.

At the core of his leadership philosophy is a simple yet powerful idea:

“Technology people must have an appetite to learn new tech, solution architecture, and be outcome-focused on their solutions.”

This is more than a hiring preference, it’s a blueprint for building modern, agile IT organizations.

Curiosity as a Catalyst

When Yogs evaluates potential team members, he’s not just scanning for resumes stacked with buzzwords or certifications, he’s looking for a hunger to learn. In a world where technological change is constant, he sees curiosity as a non-negotiable.

This emphasis on intellectual curiosity reflects a shift in what defines high-performance in IT. It’s no longer just about what you know, but how fast you can adopt and apply.

The Architecture Mindset

The second trait Yogs highlights, solution architecture, might sound technical, but for him, it’s about much more than designing systems. It’s about thinking holistically, asking the right questions, and connecting the dots between technology, people, and purpose.

Architecture is where innovation becomes tangible and where ideas start to take shape. People who understand architecture aren’t just coders, they’re builders, planners, and translators between business needs and engineering realities.

By embedding architectural thinking into all levels of his team, not just senior engineers, Yogs promotes scalable, sustainable tech development that avoids short-term fixes and leans into long-term vision.

Outcome Over Output

It’s easy for technology teams to fall into the trap of delivering features for the sake of velocity. But Yogs sets a different tone: one of intentionality and impact.

His outcome-first mentality transforms how his team defines success. It also drives a greater sense of ownership, encouraging developers, architects, and analysts alike to stay close to the “why” behind their work.

What makes Yogs stand out is not just his technical expertise or business insight; it’s his clarity of purpose. He’s building teams that don’t just execute tasks, but reimagine solutions. Teams that don’t settle for “how things are,” but ask “how things could be.”

By centering hiring and development on curiosity, architecture, and outcomes, Yogs is future-proofing more than just technology; he is cultivating a culture of innovation from the ground up.