”I believe a quality search process must go far beyond matching CVs to specs. It’s about getting under the skin of both the organization and the leader, going deep into how results are achieved, not just what’s on the resume and this is why I believe my placed leaders stay longer than 18 months in their role”.

With over 20 years in executive search and recruitment and more than 80 mandates delivered on the African continent, Nicki has played a key role in shaping Africa’s leadership landscape. Her work connects outstanding talent with opportunities that drive real change, from local communities to global markets. Personally leading every stage of the process, Nicki ensures each appointment brings fresh vision and lasting progress. Nicki is passionate about Africa’s growth and focuses on what matters most: empowering leaders whose decisions ripple across industries and borders, helping to build a stronger, more dynamic continent.

You’ve been unequivocal that leadership talent exists in Africa.  How do you guarantee a great find for your clients especially in terms of culture fitness and also considering that many top talent may not be looking?

The real challenge is never about whether talent exists, but how to uncover it, rigorously assess it, and connect it to the right opportunities. Having worked on more than 80 mandates across Africa, I’ve learned that a “great find” is always the result of a disciplined, nuanced process; understanding my client far beyond the job description, aligning a leader’s style, values, and motivations with the DNA of an organization, uncovering unspoken cues, how decisions are really made, how people collaborate, what truly drives success, and ultimately what the organization stands for.

84% of Executives are not actively looking for new roles so this is where genuine headhunting comes in, to ensure that due diligence in the talent pool has been undertaken. Mainly I invest in long-term, trusting relationships, engaging leaders with curiosity and exploring not just their ambitions, but also their sense of purpose. The conversation is never just about a change of role, but about how the right opportunity could unlock even greater impact. It’s the intersection of deep cultural insight on the client side, and authentic purpose alignment for the candidate, that ensures I deliver appointments that last and truly transform both careers and companies.

‘’Lived experience’’ – What should be the weighting for this- if any – in your view in executive/leadership searches for roles in Africa and why?

For me, lived experience is a strong advantage, but it’s just one dimension in a holistic assessment. Where possible, I believe it should be Africans for Africa. Leaders who have lived and worked within African markets often bring an instinctive understanding of the cultural, political, and economic nuances that can’t be taught. They can navigate relationships and complexities that someone without that background might take years to learn, which is invaluable in roles demanding stakeholder trust, deep community engagement, or local sensitivity. Sometimes the best candidate is from the diaspora, or even an external leader; the crucial thing is whether their leadership style, purpose, and ability to adapt fit with the organization’s DNA and the realities of the market.

How about ‘’Global experience’’ – it seems to be becoming quite a routine criterion for very senior roles- Should it and if so, how do you assess cross-cultural dynamics in the search and filter for the relevant ‘evidence’ beneath impressive titles?

Global experience can be valuable, but only if it’s truly relevant to the context. Titles alone can mislead; substance is what counts- how someone has navigated ambiguity, built relationships across cultures, and delivered results in unfamiliar settings. I look for concrete examples, how a candidate bridged gaps, drove alignment, or adapted their approach to local realities. I use competency-based questioning and written assessments to drill down on learning agility, emotional intelligence, and genuine curiosity about local practices. For me, global experience is a lens, not a checklist. The real test is adaptability and impact, not just international exposure.

I saw data recently that about 40% of Executive hires fail in the first 18 months. In your experience, what key factors result in senior leader hires not working out?

It’s striking but true and the reasons are rarely about technical gaps. The big ones are cultural misalignment, unclear or shifting expectations, conflicting demands. Readiness for change is also crucial; many are brought in to innovate, but if the business isn’t truly prepared to support that change, the hire is set up to fail. Lastly, purpose alignment matters deeply, in Africa, where leadership is as much about resilience and influence as strategy, leaders thrive only when their personal “why” lines up with the organization’s mission. This is why I believe a quality search process must go far beyond matching CVs to specs. It’s about getting under the skin of both the organization and the leader, going deep into how results are achieved, not just what’s on the resume, and this is why I believe my placed leaders stay longer than 18 months in their role.

What should a candidate absolutely discuss with their impending employer before signing the dotted line that ‘recruits’ tend to ignore or minimize?

Candidates need to have a frank, open conversation about expectations, culture, and alignment. What does success look like in the first 12 to 18 months? How are decisions truly made in this organization? What kind of leadership style is valued here? These questions reveal whether a candidate’s leadership approach and purpose will fit. Too often, candidates ignore cultural dynamics and that misalignment, not technical skills, is what trips up otherwise strong appointments. It’s also essential to clarify the organization’s true appetite for change. In short, candidates need to be sure they understand not just the role, but the context they’re stepping into. That conversation is often the difference between a short-lived tenure and a truly transformative leadership journey.

A leader’s job is many things and definitely impact.  Who is an impactful leader from an executive search recruiter’s point of view?

From my perspective, an impactful leader makes a sustainable difference to an organization, its people, and the wider ecosystem it serves, delivering measurable results, leaving behind a culture that’s stronger and a team that’s more resilient than when they arrived. They inspire trust and unlock the potential of others, refusing to centralize success around themselves. In Africa, the truly impactful leaders are those who combine vision with adaptability, navigating complexity and building credibility across different stakeholder groups; their decisions drive not just growth, but also serve a deeper purpose. I always say, the “how” is just as important as the “what.” This is why I use competency-based interviewing and structured assessments, to reveal how a leader has achieved impact, which is the strongest predictor of the impact they’ll make in a new context.

What are the real drivers of talent leadership that enable leaders, their teams and the organization to succeed?

In my experience, the highest-performing organizations are those where talent strategy is embedded at the core. The most important driver is clarity of purpose. Leaders who know the organization’s mission and whose “why” aligns with it can ignite their teams and attract other A-players. Purpose creates momentum, but it also brings the right people along. Culture matters greatly, leaders who intentionally build trust, empower individuals, and model accountability create environments where people want to stay and contribute their best.

Capability development is equally vital, identifying potential, mentoring, and building robust succession plans means performance doesn’t depend on just one person. Developing internal capability can be transformational. Evidence-based decisions, using assessments and structured interviews, reduce risk and ensure the right fit. When purpose, culture, capability, and evidence-based decision-making align, leaders build teams that perform, endure, and continually raise the bar. A-players attract A-players, setting the tone for sustained excellence.

Taking the issue of talent strategy further, Africa’s young population positions it potentially to be the skills market of the world in the near future- suppling at least 10% of digital workforce. How might this potential be converted into reality?

That’s the billion-dollar question! At Africa Tech Summit 2025, this was one of the hottest topics and, in my view, it’s the very heart of Africa’s economic future. The potential is immense, but turning it into reality requires a multi-pronged, strategic approach. Education has to be reimagined, digital literacy and STEM must start early and the focus needs to shift from rote learning to critical thinking. Vocational training must be modernized, EdTechs that are making a difference scaled. Robust digital infrastructure is a must, affordable high-speed internet, accessible devices, and reliable energy, especially for rural communities. Building a vibrant ecosystem is also vital, innovation hubs, tech parks, co-working spaces, and strong public-private partnerships for curriculum design, internships, and investment.

Governments must create clear, supportive policies that incentivize digital businesses and protect data and bridge the digital gender gap. It’s not just about global supply, we need to create compelling, well-paying jobs in Africa so talent stays on the continent. Remote work is a huge enabler, but Africa must be clear, it’s not just a cheap outsourcing option for the West.  By focusing on these areas, Africa can become a genuine global powerhouse for digital talent.

Many recruiters work for the client (organization not the ‘candidate) but you seem to have built a strong reputation for how well you work with candidates. What drives your approach?

My approach is anchored in the belief that clients are my candidates, and candidates should become my clients. The relationships I build are strategic, considered, and long-term, on both sides. I invest in understanding each candidate’s ambitions, motivations, and purpose, not just what’s on their CV. This trust means leaders come to me knowing I understand what makes them tick and can guide them towards opportunities where they’ll thrive.

Networking is at the centre of my business, I believe in “birds of a feather,” staying close to high-calibre leaders, and building a network where knowledge, insight, and opportunity flow. This isn’t just filling roles, it’s building a community of exceptional talent. Treating candidates as clients ensures they are prepared, informed, and set up for success, which in turn means the leaders I place are engaged and deeply aligned with the organizations. The heart of it all, mutual respect and trust, and a process that always goes the extra mile to understand both sides.

If Nicki were not in executive search, what line of career do you think you’d be in and what strengths of yours would that be founded on?

I could see myself in organizational psychology, leadership development, or strategic consulting. My core strengths are understanding people, uncovering their potential, and aligning that talent with real purpose.  A key strength I leverage is my understanding of business, how it works, grows, and scales. This insight allows me to identify the leaders and specialists who won’t just fill a role, but will drive strategy, growth, and long-term success. I thrive on connecting dots, seeing patterns, and translating insight into action, whether that’s helping someone realize their ambitions or working with an organization to unlock its leaders’ full capability. Fundamentally, it’s about impact. So even in a different context, my focus would remain, curiosity, empathy, strategic thinking, and a relentless commitment to helping people and organizations achieve their best.