For the second year in a row, Hudson Gate Partners has been recognized by Forbes magazine for our excellence in recruitment, executive search and staffing. The 2022 rankings were released on May 3, 2022 and Hudson Gate has been named one of America’s Best Professional Recruiting Firms. The Forbes rankings are based on an independent survey of peers and clients. Out of a pool of 22,400 nominations, only 200 firms across the US were chosen. The entire team, here at Hudson Gate, is honored to be recognized in this way.
Apr 27, 2022
Hudson Gate Partners recently recruited Joel McAndrew as head of business development and Brandon Johnson as general counsel and chief compliance officer for Teza Technologies, a science and technology-driven global quantitative investment firm.
“Having raised a significant amount of capital and other emerging quantitative investment funds, Joel brings the perfect experience to take Teza to the next level.”
“The general counsel and chief compliance officer role at Teza was very attractive to candidates from proprietary trading firms in the Chicago area, because excellent hedge fund roles in Chicago are rare in comparison to the volume found in New York and California.”
Mar 01, 2022
Company culture is not easily encapsulated or often prioritized, even when staff are working in the office, interfacing in real time with the company philosophy. Working from home has revealed not only how few organizations have refined their company culture sufficiently, but also how few have yet to even consider company culture.
“What is salient now is the laser-focus on building and fortifying existing culture, and also, the focus on effectively communicating company ethos to employees, who are working both remotely and in-office,” she said “The time for only conceptually workshopping culture is far past. There is an immediacy to the need for well-articulated values, tenants, and policies which employees not only hear about, but experience.”
Feb 01, 2022
More and more, chief executive officers have recognized the strategic role that the human resources function plays in the core strategic issues their companies face, including growth strategy, mergers and acquisitions, restructuring, increased board oversight, and evolving governance and reporting. HR can also ensure that clear changes are made to recruitment and capability-building processes by determining the characteristics of a “purpose driven” employee and embedding these attributes within recruitment, development, and succession planning.
“Being a safe pair of hands is no longer enough,” she said. To effectively compete, organizations need to have HR departments that proactively create human capital value. Before the pandemic, hedge funds and PE firms were growing their core infrastructure teams, but with less of a focus on strategic HR. “Now that we are through the pandemic and firms are realizing that their greatest source of differentiation is often their work force,” he said, “there is a huge need now to bolster HR teams.”
Jan 24, 2022
Hudson Gate Partners recently recruited Allan Smith as the first chief people officer for Mogo, a NASDAQ-traded digital payments and financial technology company in Vancouver, British Columbia. Daryl-Lynn Michaud led the assignment. “We’ve been fortunate to attract and build an outstanding team at Mogo, and we’re excited to have Allan lead our people efforts going forward as we look to significantly expand our organization while continuing to retain and advance top talent,” said Mogo CEO David Feller. “We believe his experience in building world-class teams in fintech and fast-growing software companies will make him a highly impactful new addition to our leadership team.”
“We’ve been fortunate to attract and build an outstanding team at Mogo, and we’re excited to have Allan lead our people efforts going forward as we look to significantly expand our organization while continuing to retain and advance top talent”
Jan 07, 2022
As we enter the new year, the practice of finding, attracting, hiring, and retaining top talent in technology has continued to be a challenge, and the trends that we started to see due to the necessity of a widespread virtual workforce has become a Pandora’s Box that will likely stay forever open.
“However, like each year there are some very specific trends that came to light, some challenges that we continue to see”
Jan 01, 2022
The last 24 months have changed everything. For businesses. For leaders. For employees. For executive recruiters. Now, as the dust settles, one fact becomes clear: Power has shifted. From organizations to people. From profit to mutual prosperity. From ‘me’ to ‘we.’ According to a recent Korn Ferry report, employees are now starting to ask human questions about the work they perform. Why am I doing this? What is it for? How can we do it better? Many are choosing to leave their jobs. It is all making the competition to attract, recruit, train, and retain new talent fiercer than ever.
“Adaptability will be the hallmark of search work in this COVID era,” said Alyssa Gruber, head of administration and management search at Hudson Gate Partners. “With this labile virus still circulating our globe, most interviewing will be done virtually. This is not new, per se; but how we leverage this technological opportunity is. The question of how we best optimize virtual interviewing without sacrificing the merits of meeting someone live becomes the impetus for innovation.”
Nov 12, 2021
The shift to remote and hybrid work is affecting HR executives’ jobs, Mr. Berger says, but many roles can be accomplished remotely without skipping a beat. “The challenge comes with organizations where the employees have to be onsite to accomplish their mission as in manufacturing, healthcare or hospitality,” he said. “While it was all very new to us back in March of 2020, most everyone I have spoken with has fallen into a groove and has adapted to the new normal. It’s created a new paradigm, but no one knows what the long-term impacts will be on company culture, loyalty and tenure.”
“To effectively compete, organizations need to have HR departments that proactively create human capital value. Before the pandemic, hedge funds and PE firms were growing their core infrastructure teams, but with less of a focus on strategic HR. Now that we are through the pandemic and firms are realizing that their greatest source of differentiation is often their work force, there is a huge need now to bolster HR teams. The world has changed. The CFOs, GCs, and office managers who were executing HR functions before the pandemic now realize that HR cannot be cobbled together. It is much too important of a role. Post-pandemic, there are now huge legal and safety ramifications for employees, as well as more of a push for diversity.