Subject Matter Experts Archives - Carpe Diem Global Partners

Navigating the Shifting Landscape of the Food & Beverage Industry

Carpe Diem Global Partners recently spoke with 46 executives in the CPG industry, specifically food, beverage, and nutrition segments. Businesses were comprised of small and mid-market sized companies that had proven the ability to scale thru both organic and inorganic growth.

The food and beverage industry is undergoing rapid transformation, facing a confluence of economic pressures, shifting consumer preferences, and evolving regulatory challenges. As companies strive to scale efficiently while delivering strong EBITA, they must also navigate global supply chain constraints, capital market uncertainties, and increasing competition from both established brands and emerging private labels.

Economic Headwinds and Supply Chain Complexities

The lingering effects of the COVID-19 pandemic continue to disrupt purchasing behaviors, with restaurants and hotels struggling to recover. Scaling production remains a challenge, especially with capital flowing at a slower pace. Many companies are exploring co-packing agreements to expand globally while mitigating supply chain risks. Additionally, the industry faces significant inflationary pressures, with commodity prices—especially coffee—reaching historic highs.

Consumer Behavior and Market Trends

A fundamental shift in consumer priorities is reshaping the industry. Price sensitivity is at an all-time high, pushing brands to balance affordability with innovation. While major branded players struggle, private label and smaller, more agile companies are thriving by offering healthier, value-driven options. The “better-for-you” segment, once commanding a 35% premium, is now facing mainstream adoption, increasing competition among brands to differentiate themselves.

Simultaneously, a generational shift in beverage consumption habits is underway. Gen Z and millennials are reducing alcohol consumption by 10-15%, giving rise to the “sober curious” movement. This has fueled the rise of ready-to-drink (RTD) non-alcoholic and cannabis-infused beverages, particularly as more adults turn to edibles over traditional spirits. At the same time, regulatory headwinds continue to pose challenges for cannabis and CBD-infused products.

Retail and Distribution Challenges

Retailers such as Walmart, Costco, and Kroger are aggressively managing margins, placing downward pressure on vendors. The retail environment is increasingly unfavorable, with high inflation forcing brands to fight for shelf space while justifying price increases to both consumers and retailers. Grocery channels remain a difficult avenue for profitability, driving brands to focus on direct-to-consumer strategies. Furthermore, brands seeking retail expansion must contend with distribution challenges, including limited refrigerated shelf space and rising freight costs. Companies operating in fragmented beverage categories—such as organic kombucha—are particularly vulnerable to these logistical constraints.

Regulatory and Political Uncertainties

With a potential shift in the U.S. administration, the industry faces geopolitical risks, including tariffs on imports from Mexico, China, and Canada. For companies reliant on international supply chains, these policy changes could significantly impact costs and profitability. Additionally, stricter regulations surrounding ingredients in the health and wellness space mean constant legal scrutiny for brands offering functional or plant-based beverages.

Capital Constraints and Growth Strategies

The capital markets remain tight, making it difficult for emerging brands to secure funding. Investors now expect companies to demonstrate at least $75MM in annual recurring revenue before considering significant investments. As a result, many businesses are forced to operate leaner, requiring a strategic approach to cost management and expansion.

With discretionary consumer spending on the decline, the challenge for brands is twofold: driving product innovation while effectively communicating a compelling value proposition. Companies that can balance these priorities—offering premium, functional, and sustainable products while addressing price-conscious consumers—will be best positioned for success in this increasingly competitive landscape.

Conclusion

The food and beverage industry is at a critical juncture. Economic pressures, shifting consumer behaviors, and evolving regulatory landscapes are forcing companies to rethink their strategies. Success will hinge on the ability to innovate, manage costs effectively, and build strong brand loyalty in an environment where both capital and consumer dollars are harder to secure. Brands that embrace agility, sustainability, and differentiation will emerge as leaders in this next phase of industry evolution.

Survey completed in October ‘24 – February ‘25 by Jamie Farnham and Jeff DeFazio.

Jeff DeFazio
Managing Partner

These market insights from Carpe Diem Global Partners are gathered from the firm’s extensive client work leading Board, CEO, CXO, and CHRO executive search engagements for public and private multinational companies. For deeper, custom insights, contact Jeff DeFazio at Jdefazio@carpediempartners.com Jamie Farnham jfarnham@carpediempartners.com.

Jamie Farnham
Partner

Navigating Market Challenges in 2025: AI, Economic Uncertainty, and Strategic Imperatives

Executive Summary

Carpe Diem Partners continues to provide real-time market intelligence through direct engagement with C-suite executives and financial leaders. In our latest executive search engagements, we surveyed 112 executives from 95 multinational, publicly traded Consumer Packaged Goods (CPG) companies with revenues exceeding $5 billion. Conducted between October 2024 and January 2025, our research highlights the most pressing challenges CFOs face in 2025.

Key findings underscore the growing influence of AI in finance, persistent economic volatility, shifting consumer spending habits, increasing regulatory complexities, tariff uncertainty, and the ongoing transformation of workforce dynamics. This report synthesizes these insights into a strategic roadmap for financial executives navigating today’s shifting business landscape.

Evolving Challenges for CFOs in 2025

The macroeconomic and geopolitical landscape of 2025 presents an intricate mix of risks and opportunities. The key challenges identified by CFOs include:

1. Persistent Inflation and Interest Rate Uncertainty

Inflation remains elevated in key markets despite central bank efforts to curb it. Supply chain disruptions, labor costs, and energy price volatility continue to contribute to pricing pressures.
The Federal Reserve, ECB, and Bank of England have taken a cautious approach to rate cuts, keeping borrowing costs higher than many businesses anticipated.
CFOs are adjusting capital allocation strategies to manage debt costs while maintaining investments in technology and expansion.

2. Geopolitical Tensions and Tariff Uncertainty

U.S.-China Trade Relations: The U.S. has introduced new tariffs on Chinese technology, EVs, and critical manufacturing components, prompting retaliatory measures from Beijing. Companies reliant on Chinese suppliers face increased costs and potential disruptions.
EU Trade and Regulatory Challenges: The EU’s evolving regulatory landscape, including digital tax proposals and stricter sustainability mandates, is affecting global operations and increasing compliance burdens.
Tariff Volatility Across Markets: The re-evaluation of U.S. trade agreements with key partners, including Mexico and the EU, has created uncertainty for global supply chains. Potential changes to tariffs on goods such as agricultural products, industrial equipment, and consumer goods could impact cost structures and pricing strategies.
Middle East and Eastern Europe Instability: Ongoing conflicts have contributed to energy price fluctuations and supply chain vulnerabilities, affecting global trade routes and raw material costs.

3. Shifting Consumer Spending Patterns

Post-pandemic excess savings have diminished, leading to softer discretionary spending, particularly in high-cost economies.
Consumers are increasingly price-sensitive, forcing businesses to adopt adaptive pricing models and enhance value-driven product offerings.
Inflationary pressures in emerging markets are creating uneven demand patterns, requiring region-specific pricing and supply chain adjustments.

4. Regulatory Scrutiny and Compliance Challenges

AI Regulation: Governments worldwide are implementing new AI governance policies, requiring companies to enhance transparency and risk mitigation strategies for AI-driven decision-making.
ESG and Sustainability Mandates: The SEC’s Climate Disclosure Rule, the EU’s Corporate Sustainability Reporting Directive (CSRD), and other emerging regulations are increasing compliance costs and requiring companies to integrate sustainability into their financial reporting.
Corporate Tax Reforms: The OECD’s global minimum tax rules and new digital tax frameworks are prompting multinationals to reassess tax planning strategies.

5. AI and Workforce Transformation

AI-driven automation is reshaping finance and operational roles, creating both efficiencies and the need for new skill sets in data analytics, AI governance, and cybersecurity.
Companies must balance AI adoption with human oversight to ensure regulatory compliance and ethical AI implementation.
The hybrid work model continues to evolve, with companies optimizing real estate strategies, adjusting talent compensation structures, and addressing tax implications for remote workforces.

Strategic Roadmap for CFOs in 2025

To navigate these evolving challenges, CFOs must focus on:

AI-driven Financial Strategy: Leveraging predictive analytics for enhanced forecasting, risk management, and operational efficiency.
Geopolitical and Tariff Risk Mitigation: Diversifying supplier networks, developing regional manufacturing hubs, and staying agile in response to shifting trade policies.
Agile Capital Management: Balancing capital expenditures, cost optimization, and liquidity strategies in response to persistent economic volatility and high-interest rates.

Regulatory Adaptation: Strengthening compliance frameworks to stay ahead of AI governance, ESG mandates, and evolving tax reforms.
Talent and Workforce Strategy: Investing in workforce upskilling, optimizing hybrid work models, and ensuring AI-driven transformation aligns with human capital strategies.

Conslusion

The financial landscape of 2025 demands a proactive, data-driven approach where AI, geopolitical risk management, and economic adaptability are critical to success. Companies that embrace innovation while maintaining financial discipline will be best positioned to navigate uncertainty, respond to tariff fluctuations, and drive sustainable growth in an increasingly complex global economy.

Jeff DeFazio
Managing Partner

Michael Whitehead Managing Partner

New Advisory Board Practice Helps Clients Build Strategic Growth Platforms

FOR IMMEDIATE RELEASE

May 5, 2025 — San Francisco, CA

Carpe Diem Global Partners, a trusted executive search and leadership advisory firm, today announced the launch of its Advisory Board Practice, an innovative service designed to help organizations design, recruit, and operate high-impact advisory boards to fuel innovation, business growth, and long-term competitive advantage.

Carpe Diem Global Partners Launches First of Its Kind Culture Assessment Tool

Culture Screen™ provides organizations with a quick and objective view of culture, what it is and isn’t, enabling leaders to prescriptively drive and accelerate change.

In virtually every conversation, leaders reference culture as either an impediment or an enabler to growth. Yet it’s always subjective and anecdotal.” – Jeff DeFazio, Managing Partner.

Culture is always top of mind for leaders, and with good reason. A healthy organizational culture can motivate employees and enhance performance. It is also a tool that organizations can rely on to drive productive change and improvement. Yet leaders don’t typically have a clear and objective grasp of their culture, relying heavily on anecdotal impressions that may be outdated or incomplete.

The Carpe Diem Culture Screen™ is designed to give leaders a timely and objective view of their culture, with an eye towards accelerated and targeted change that can generate meaningful business outcomes. “As important as culture is, organizations don’t always want to assess their culture, because the process itself is too disruptive and lengthy,” said Craig Kamins, the head of the firm’s Culture and Change Management practice.

It’s also easy for this work to fall into ‘check-the-box’ territory, where there are no clear outcomes, or where the payoff is 3-5 years down the road. We created a more user friendly, less invasive process, with more defined, segmented, and immediate focus areas for our clients.”

There are three factors that make the Culture Screen™ unique – ease of process, the structure of the assessment outputs, and a direct link back to existing change or business objectives, to better isolate where leaders need to drive change.

Ease of Process – In its Retained Search business, Carpe Diem identifies the winning candidate in 38 days on average which can have a material impact on a monthly basis with an open or underperforming leadership role. In that same vein, Carpe Diem wants to help leaders make faster impact through the quick, objective, and frictionless Culture Screen™ tool. The tool and analysis typically complete in a few weeks, not months, so leaders can focus on the important conversations around culture that follow. Mr. Kamins elaborated: “We know there is assessment fatigue in organizations. No one wants another lengthy and involved process.”

Structure – The Culture Screen™ assessment is built around four aspects of the organization’s ‘personality’ – its Organizational Priorities, Decision-Making Style, Leadership Style, and Social Structure. Rather than relying on the traditional Likert scale, Carpe Diem tests these different aspects of the culture by having participants compare contrasting statements, to see which is more accurate; proactive or reactive, support employee well-being or adopt more of a 24/7 mentality; recognize success, or focus on mistakes. This allows the Culture Screen™ to provide a more nuanced view of the culture, capturing traits that are often missed by traditional cultural assessments.

Link to Objectives – The value of any assessment tool comes from what leaders are willing and able to do with the results. Practice leader Craig Kamins has decades of experience helping leaders prioritize and execute on the low hanging opportunities that are identified from the Culture Screen™ tool. Kamins does this by linking the Culture Screen™ results back to a key change or business objective. “We are not looking at culture in the abstract. Our focus is on how culture helps or hinders the objectives of the business. The recommendations we offer will enhance the culture, but our primary goal is to drive the business objectives,” said Kamins.

A recent analysis looked at how culture was impacting a CPG company’s ability to successfully launch new innovations into the marketplace. Carpe Diem’s Culture Screen™ tool has been used by new leaders to accelerate their success in their role, existing leaders interested in unlocking more impact from the power of culture, and organizations considering new leadership talent and how that leadership might impact an organization.

For further information, please contact Craig Kamins at ckamins@carpediempartners.com or Jeff DeFazio at jdefazio@carpediempartners.com.

What Strategic Priorities Should Healthcare SaaS Technology Companies Focus on to Enhance Patient Outcomes?

Carpe Diem Global Partners interviewed 51 Chief Executive Officers and Chief Operating Officers from healthcare SaaS technology companies between $1MM – $100MM in revenue over the last 60 days to understand their take on the top three strategic priorities to drive enhanced patient outcomes for a healthcare SaaS business.

This white paper explores the strategic priorities healthcare SaaS tech companies should focus on to leverage technology to make the patient journey as seamless as possible, enhance outcomes, and help scale a SaaS healthcare organization.

In the rapidly evolving healthcare landscape, software as service (SaaS) businesses face the pressing challenge of enhancing patient outcomes while navigating a complex ecosystem of providers, patients, and regulatory requirements. Based on a comprehensive market intelligence assessment, three strategic priorities emerge as crucial for healthcare SaaS companies aiming to make a meaningful impact: Patient Engagement and Adherence, Streamlined Administrative Processes, and Data-Driven Decision Making and Outcome Measurement.

Patient Engagement and Adherence

The Challenge: A significant issue plaguing healthcare today is the high rate of patient no-shows and disengagement from care plans. Patients often start treatment but fail to adhere to prescribed plans over time, jeopardizing their health and clinic revenues.

Strategic Approach: Healthcare SaaS platforms must prioritize robust patient engagement strategies. This can include personalized communication through multiple channels – such as texts, emails, and phone calls – to keep patients informed and motivated. For instance, incorporating AI-driven chat functionalities can facilitate peer support and provide patients with immediate access to answers from healthcare professionals.

Expected Outcomes: By fostering an engaging environment, patients are more likely to adhere to their care plans, resulting in lower no-show rates and improved satisfaction. A well-designed platform can ensure that patients remain connected and engaged long after initial treatment, ultimately benefiting both their health and the financial viability of clinics.

Streamlined Administrative Processes

The Challenge: Healthcare providers often grapple with overwhelming administrative burdens that detract from their capacity to focus on patient care. Manual scheduling, billing, and follow-ups can consume significant staff hours, leading to inefficiencies.

Strategic Approach: Implementing AI-driven automation for these processes can be transformative. Healthcare SaaS solutions should integrate seamlessly with existing electronic medical record (EMR) systems to streamline scheduling and billing operations. This integration enables providers to reclaim valuable time, allowing them to concentrate on delivering high-quality patient care.

Expected Outcomes: As administrative tasks become automated and streamlined, clinicians can see more patients, improving both patient outcomes and clinic revenues. Moreover, this efficiency can foster a more positive work environment, contributing to better staff morale and enhanced patient experiences.

Data-Driven Decision Making and Outcome Measurement

The Challenge: The ability to track patient outcomes and demonstrate return on investment (ROI) remains a significant hurdle for healthcare organizations. Many providers lack the insights necessary to assess the effectiveness of their interventions or to make informed adjustments to care strategies.

Strategic Approach: Healthcare SaaS platforms must leverage analytics to aggregate and interpret patient data. By developing customizable dashboards that track key performance indicators (KPIs) – such as readmission rates, patient satisfaction, and adherence levels – providers can gain actionable insights into their practices.

Expected Outcomes: Data-driven decision-making not only enhances clinical care but also validates the efficacy of treatment approaches. By demonstrating tangible improvements in patient outcomes and ROI, healthcare SaaS companies can strengthen relationships with providers, ensuring alignment with their goals and fostering long-term partnerships.

To drive enhanced patient outcomes in the healthcare sector, SaaS businesses must focus on fostering patient engagement, streamlining administrative processes, and implementing data-driven decision-making frameworks. By addressing these strategic priorities, healthcare SaaS providers can create valuable platforms that improve both the patient experience and clinical outcomes, ultimately shaping a more effective and sustainable healthcare landscape. As the industry continues to evolve, those who prioritize these areas will be well-positioned to succeed in a competitive market, transforming challenges into opportunities for growth and innovation.

Michael Whitehead Managing Partner

These market insights from Carpe Diem Global Partners are gathered from the firm’s extensive client work with Board, CEO, CXO, and CHRO leaders in public and private multinational companies. For deeper, custom insights, contact Michael Whitehead at mwhitehead@carpediempartners.com or Jamie Farnham jfarnham@carpediempartners.com.

Jamie Farnham
Managing Partner

Culture and Change Management Practice Leader, Craig Kamins, joins Leadership Advisory Firm

Craig Kamins, JD, MBA, spanning multiple decades in global consulting companies, Korn Ferry, Gallup, and McKinsey, extends the firm’s leadership advisory services, broadening its ability to help executive leaders navigate culture change.

Leveraging Culture to Enable Organizational Change

Mr. Craig Kamins will serve as the head of the firm’s new Culture and Change Management Practice. Carpe Diem sees this as an area of vital importance to clients as they attempt to navigate through another period of dynamic change.

For a few years, organizations framed their people strategy around their response to COVID. Then they had to deal with the recession, return to work and its aftermath, and now the onslaught of artificial intelligence. Organizations with healthy and supportive cultures are in the best position to weather the storm.

Helping Leaders Properly Assess and Map Culture Change – at Scale

Craig Kamins, JD, MBA

Mr. Kamins has over 25 years of experience partnering with clients assessing, aligning, and executing on culture and change management initiatives in a broad range of sectors including technology, consumer, healthcare, and industrial. This includes companies experiencing significant changes in leadership and organizational structures or facing disruptive changes to the business or operating model.

The Impact of Workforce Management and RTW Policies on Retail Cultures: A Mixed Bag

The retail industry is in the midst of a grand experiment: remote work. While some companies are singing its praises, others are still trying to figure out the tune. The question on everyone’s mind: does remote work benefit the bottom line and company culture?

Chief Scientific Officer & Operating Executive Matthew Roberts Joins Carpe Diem Global Partners

Matthew Roberts, PHD., MBA, spanning multiple decades in multinational and emerging market companies has joined the firm to build capability in its new Chief Science Officer practice.

Dr. Matthew Roberts has over 25 years of success in driving corporate growth through science, technology, innovation, operations as a C-Level executive and as a trusted advisor. He currently manages a portfolio of growth-phase companies, while historically having worked with large multinationals at Pharmavite, The Nature’s Bounty Company, Abbott Nutrition, and Nestlé. He has served on the board or as a trusted advisor to a number of emerging food, beverage, and pharmaceutical companies. Examples include the Nutrition Capital Network, WellVest, ChromaDex, Pierre Marcolini, VetCentric, Attune Foods, and others.
Read More

AI Adoption in Industrial & Service Settings: Six Sigma Tools for Rapid Transformation

By Shrikant Dash and Richard Pieters The authors each have about three decades of experience in industrial and service businesses like GE, DSM, Zymergen, Discover, and Citi, both in the deployment of six sigma as well as advanced analytics to improve operations, and scale and grow businesses.

Introduction

The last few years have seen a proliferation in data infrastructure and flexible computing environments, as well advances in multiple machine learning algorithms that provide robust outcomes, particularly with high-frequency, unstructured, and non-numerical data (images, language, social media perceptions). This presents an opportunity for firms to invest in AI enabled processes that drive a disproportionately high level of automation efficiency and control in manufacturing processes aligned with customer preferences and experience. However, since the data fabric/AI tools landscape is rapidly evolving and is fragmented, the investment decisions are fraught with risks.

Former Global Talent Acquisition leader, Jamie Farnham, Joins Carpe Diem Global Partners

Jamie Farnham, a multi decade operating leader of Global Talent Acquisition and Management, spanning four multinational companies, has joined the firm extending capability into Technology, Life Sciences, CPG and Healthcare.

As a client side, functional leader in Talent Acquisition, Jamie brings extensive experience advising CEO’s, Founders, CHRO’s and C-suite executives on Talent Acquisition strategy and delivery with a fresh perspective on how clients manage the function in today’s evolving labor market.

Michael Whitehead Awarded 2023 Most Inspiring Business Leader

Former Discover Investor Relations Officer, Craig Streem, Joins Carpe Diem Global Partners

February 22, 2023 Craig Streem, a recognized leader in Investor Relations with over three decades of global public company experience advising corporate executives across Financial Services, Fintech and Biopharma, has joined the firm as a client-side Strategic Advisor and Managing Partner.

3 Decades Advising CEO’s and CFO’s

As a recognized leader in the field, Craig brings extensive experience advising corporate boards, CEO’s, CFO’s and C-suite executives on pre and post IPO financial modeling, valuation, M&A, investor branding, messaging, outreach, activist preparation/response, and the critical interdependency of corporate culture and investor branding.

Former AFLAC Chief Marketing Officer, Gail Galuppo, Joins Carpe Diem Global Partners

Gail Galuppo, a +30-year Operating Executive, Board Director, Board Advisor and former CMO at Aflac and SVP Global Strategy and Marketing at Hewlett Packard has joined the firm as a Strategic Advisor and Managing Partner.

Gail Galuppo joins Carpe Diem Global Partners as an Advisor and Managing Partner with over 30 years of global Marketing and Product Management leadership experience with prestigious Fortune 500 companies and Private Equity backed organizations. During her career, she covered 200 countries and multiple industries such as Technology, SaaS, Education, Retail, Insurance, Payments, Financial Services, and Consumer Banking.
Read More

Former Levi Strauss HR Executive, Edel Keville, Joins Carpe Diem Global Partners

Edel Keville, a +25-year Operating Executive and former Levi Strauss, HP and Sun Microsystems HR Leader, has joined the firm’s Leadership Development practice.

Carpe Diem Global Partners announced today that Edel Keville has joined as Managing Partner of its Leadership Development Practice: Succession, High Potential, 360 Performance Reviews, Accelerated Onboarding, Leadership Development, and Team Development.
Read More

Disruptive Firm Carpe Diem Partners expands into Executive Coaching Services

Art Resnikoff, a 20-year pioneer, and practitioner in Executive Coaching has joined the firm to lead and build the firm’s C-suite executive coaching practice: Succession, High Potential, 360, Accelerated Onboarding, Leadership Development, and Team Development.

February 15, 2022

Carpe Diem Partners announced today that Art Resnikoff has joined Carpe Diem Partners as a Managing Partner leading its new C-suite Executive Coaching Practice. Art will lead the firm’s expansion into the most sought-after leadership services, building off the firm’s successful “accelerated onboarding” program with placed candidates.

Carpe Diem Global Partners launches new Technology Officers Practice with the addition of Michael Whitehead

Mike Whitehead, former SVP, CIO, and Global Head of Technology for Johnson & Johnson and McCormick has joined Carpe Diem Global Partners. Career spans Healthcare, Life Sciences, Consumer Products, and diverse global manufacturing industries.

San Francisco, January 20, 2022

Carpe Diem Global Partners announced today, that Michael Whitehead will join the firm as Managing Partner. Mike will build and lead the firm’s new Technology Officers practice across all verticals.

Michael’s career as the Senior Technology Executive has spanned dynamic global brands such as Johnson & Johnson, McCormick and Company, Millennium Chemicals and Cotiviti, a private equity firm. This experience balanced with strategic advisory and technology consulting with Cap Gemini, WGroup, and Fortium Partners, has afforded him the opportunity to cover a diverse set of industries, technologies, and deliver solutions for unique business challenges.

Fay Wasylyniuk Joins Carpe Diem Global Partners

Fay Wasylyniuk, former PepsiCo Senior HR Executive, Joins Disruptive Executive Search Firm Carpe Diem Global Partners

San Francisco, CA – June 10, 2021

Fay Wasylyniuk, a Senior Human Resources Executive from PepsiCo and the broader Consumer and Retail industry, with experience across HR Strategy, Organizational Development, and Change Management has joined the reimagined executive search firm, Carpe Diem Global Partners.

Effective immediately, Fay Wasylyniuk will lead the firm’s engagements across all verticals bringing decades of HR operating experience to the firms clients. As a Managing Partner, Fay will be an active client engagement leader in retained search and in the firm’s diagnostic consulting services.

Chris Browning, Global Commercial Leader, Joins Carpe Diem Global Partners

Chris Browning, a global commercial leader with broad experience across the Consumer-Packaged Goods industry has joined the disruptive executive search firm, Carpe Diem Global Partners.

Effective immediately, Chris Browning will lead the firm’s commercial engagements across all verticals. As a Managing Partner, Chris will be an active client engagement leader in retained search and in the firm’s diagnostic consulting services.

“With the addition of Chris to our team, Carpe Diem Global Partners extends its functional expertise to growth minded clients looking to target, assess and acquire world class commercial leaders. Examples might be commercially leaning Chief Executive Officers, Chief Customer Officers, Chief Commercial Officers, Chief Growth Officers and/or SVP Sales and Marketing roles,” stated Jeff DeFazio, founding Partner of Carpe Diem Global Partners.

Roberta Fiore, Global Innovations Operating Leader, Joins Disruptive Executive Search Firm Carpe Diem Partners^®

San Francisco, CA – August 20, 2019

Roberta Fiore, a marketing innovations leader with international experience in the technology, biotech, and healthcare industries, has joined the disruptive executive search firm, Carpe Diem Partners.

Effective immediately, Roberta Fiore will lead Innovation, Marketing and Technical engagements across our Technology, Consumer, and Biotech practices. As a Managing Partner, Roberta will be an active client engagement leader in retained search and in the firm’s diagnostic consulting services.

“With the addition of Roberta to our team, Carpe Diem Partners extends its trusted advisory services to clients looking to target, assess and acquire world class talent, for clients with strong innovation and growth mandates. Examples might be Chief Executive Officer, Chief Innovation Officer, Chief Commercial Officer, SVP Corporate Development, Chief Digital Officers, and SVP Product Innovation roles” stated Jeff DeFazio, Founder Partner of Carpe Diem Partners.

Roberta has deep experience in marketing, product and sales innovation in both small and large multinational organizations across the Technology, Biotech and Healthcare verticals. Roberta’s arrival strengthens our ability to understand our clients’ growth initiatives and helps them advance at a faster pace”, stated DeFazio.
Read More

Former Newell Brands General Manager and Vice President Joins Disruptive Executive Search Firm Carpe Diem Partners^®

SAN FRANCISCO, Mar. 5, 2019 /PRNewswire/ — A commercial leader taking multiple private equity backed companies successfully through exit, Brad Daggett has joined the disruptive executive search firm, Carpe Diem Partners.

Effective immediately, Brad will lead Carpe Diem Partners’ Chicago office, Private Equity and Commercial function practices. As a Managing Partner, Brad will be an active client engagement leader in retained search and the firms diagnostic services.