The Highs and Lows of the Last First 22 Years: Lessons Learnt, Aspirations to Pursue

Executive recruiters have a knack for asking so many questions, you’d think they were detectives! Today, as we celebrate Pacific International CEO David Howell’s 22nd work anniversary, Margaret Jaouadi turns the tables on him with a few quick-fire questions to walk down memory lane before peeking into Pacific’s future.

Happy work anniversary, David! These wishes may be a tiny bit biased, but may you continue to find your role rewarding and inspire us to excel professionally. Here it’s to the next 22 successful years!

Q: How did you get to where you are today at Pacific?

David: In any organization, but especially in our industry, you have to demonstrate the ability to excel as an executive search professional. Expressions like “you are only as good as your last placement” are commonplace but there is more to the role if one aspires to become a Trusted Advisor.

Having done the day-to-day job most people in our company do gives me a deep understanding of the business and the people within it. This experience allows me to understand the challenges and successes our team faces. It helps me be an empathetic leader who recognizes what people need to succeed, whether they’re in delivery roles, sales leadership, sector leadership, or at the director level. It also extends to shareholders, ensuring that my actions align with their best interests. Understanding all these roles and stakeholders is key to my leadership approach and success at Pacific.

Q: How did the other directors join the team?

David: All current directors have grown and progressed through our business.

Adam was our first hire in the US office. Manuel was the second hire in our German business. Both developed not only as very strong and experienced executive search consultants but also as trusted leaders within their areas. Their focus on client success, business acumen, and ability to build and motivate a team led to them becoming directors at Pacific.

Kathryn joined Pacific from another search firm. She quickly established herself as not only an excellent executive recruiter successfully delivering projects at Board and C-suite levels for clients across numerous industries but also in nurturing talent around her. Her keen eye for training and team development has been instrumental in our success, which led to her becoming a director in the US business and an overall director in the company.

I am very fortunate to have such a strong team behind me. The fact that we have become close friends and we like working together is a bonus!

Manuel Preg, Group Director and Managing Director, Germany, commented: “I am absolutely thrilled to congratulate David on his 22nd anniversary in the business! Throughout my 10 years with the company, I’ve been consistently inspired by David’s unwavering commitment to our shared mission of continuous improvement and agile working. His vision has truly fostered an environment where innovation and adaptability are at the heart of everything we do, always staying ahead of industry trends and meeting the ever-evolving needs of our clients. Your dedication to putting the clients’ voices first, coupled with your strategic insights, has created a culture where every Pacifican strives to reach their fullest potential.

Here’s to many more years of success and innovation! Congratulations once again, David, and thank you for your exceptional leadership!”

Kathryn Williams, Group Director and Head of Delivery at Pacific International added: “I have so much gratitude to David for continuously providing me with opportunities for growth and unparalleled support as I have taken on more responsibility in the US. Without him, it would not have been possible, and I am ever grateful for his mentorship and guidance over the years.”

Q: What was it like stepping into the CEO role?

David: We had a couple of business partners who wanted to step back from day-to-day activities. I believe if you truly want to take on a leadership role, you will perform better in it and I knew I wanted to take that leadership position. When you have worked with and have connections in your working life who are in similar positions, whether that’s clients or contacts, you understand what it means to be a CEO. It felt very natural to step into that role.

Being a CEO comes with its benefits, but also its responsibilities. Whether it’s a Fortune 500 business or a small to medium enterprise like ours, you have to be aware of how your actions and words impact those around you as they listen and react to them more than to anybody in any other role. You often have to make difficult decisions regarding personnel or the direction of the business that others might struggle with, and that comes with an element of loneliness. Every CEO experiences this at one point or another. But I’m very fortunate to have a great board of directors who challenge me but also, once we reach a consensus, we roll it out as a unified team. However, despite the challenges I relish the responsibility it comes with.

Kathryn commented: “I have never met anyone like David. He has a unique combination of charisma and wit, combined with intelligence and creativity that has brought a new dimension to the organization. David was destined to be the CEO, all the way from starting as a Research Consultant 22 years ago – Pacific International would not be the same without him.”

Q: Biggest challenge over the years

David: The COVID-19 pandemic immediately comes to mind. We were very fortunate to have made several strategic decisions around technology before the crisis, which allowed us to trade remotely through the COVID period and come out of it incredibly strong as a company. Our business grew even during the pandemic.

Managing the uncertainty was crucial, and people were understandably scared when the lockdowns first occurred. We were running three offices—in Germany, the UK, and the US—each with different distancing rules and periods of lockdown. How we managed that and continued to motivate and support our staff was mostly intuitive but turned out it was effective.

We were fortunate to have great systems already in place to work remotely and were using video technology for interviews well before it became part and parcel of everyone’s day-to-day so the transition to working from home was relatively easy. But we still needed to ensure people’s mental and physical health. Some employees were working in tiny rooms with inadequate furniture, so we had to make sure they had the resources to work in a safe and stable environment.

Q: The proudest achievement or moment?

David: Moving to the US and setting up the US business from the ground up is right there at the top. Arriving in New York after spending some time there going back and forth and engaging with clients was a huge step. But sitting in a one-person office after having led the sales organization in the UK, was a big eye-opener for me.

Seeing that business grow from basically zero and then returning to the UK to implement some strategic changes in the US operation was challenging. However, as a result, we now have a great US entity led by a very strong team.

Another proud achievement is leading the business through a management buyout. Doing a self-funded multi-million-pound MBO with significant cash outflow over the last 2 1/2 years, while maintaining growth and business transformation, is something I am very proud of.

Adam Nuzie, Group Chief Commercial Officer and Managing Director, Americas, added: “David, as we celebrate your 22nd work anniversary, I want to take a moment to acknowledge how much you’ve meant to my journey here at Pacific. You’ve been more than just a boss—you’ve been a mentor, a friend, and a true business partner. My career at Pacific is a direct result of your guidance, and the leader I am today is largely because of the support and advice you’ve given me over the years. You’ve seen me at my toughest and best moments, always offering the right mix of encouragement and wisdom to help me grow.

Looking at where the business is today, I’m incredibly confident in our future. The company is in the best shape it’s ever been, and I’m excited for what lies ahead — thanks to your leadership.

Here’s to many more successful years ahead!”

Q: One lesson that shaped your leadership?

David: I think it revolves around trust. When you bring someone into your organization and they have the right attitude from day one, they are immediately trusted. But when that trust is broken, it becomes incredibly hard to rebuild.

I’ve learned that decisions need to be made quickly once trust is broken beyond repair to mitigate business risks. Whether it’s a direct report or someone else in our organization, we’ve built a culture where people feel trusted. However, when trust is broken, it’s a significant issue. That’s been a very big lesson for me as a leader.

Q: A mistake that became a learning moment?

David: There was a period in my early career when I lost three very big deals at the final stage in a row. It was six, but three of them were particularly significant. The lesson I learned was that you can never be complacent in this industry. You can never think you know everything and have it all covered.

Especially during periods of high stress, change, or heavy workload, people might look for shortcuts and try to cut corners. A comparison to Olympic athletes comes to mind: those who win medals don’t leave training early or choose a poor diet because they are number one, on the contrary, they work even harder. In any career, the minute you start being complacent, mistakes happen.

We have a model in our business: PDCA—Plan, Do, Check, Act. The check is crucial because it ensures you have thought of everything you need to succeed.

Additionally, the importance of well-being cannot be overstated. High stress and burnout can prevent you from being at the top of your game. If you’re feeling overwhelmed, it’s better to step away and take care of yourself rather than push through and risk making a costly mistake. The reason I lost those big deals was that I took my eye off the ball during a period of high workload and stress, not fully recognizing the impact this had on my performance. Learning from that experience is crucial, and maintaining well-being is key to sustained success.

Q: What keeps you motivated?

David: Two things keep me motivated. On a personal level, there’s the drive for success and the desire to be financially comfortable, providing what I need for my immediate family.

From a business perspective, the motivation comes from the continuous pursuit of excellence, both internally and externally. Are we delighting our customers by exceeding their expectations? Are we providing a trusted, safe, and growth-oriented environment for our employees? Will they continue to be challenged professionally and rewarded when they deliver? This commitment to our clients and our team is what keeps me motivated from a business standpoint.

Q: Key to a strong company culture?

David: I think it comes down to trust and creating an environment where people can grow and develop. It’s not about perks like free snacks in the office. It’s about creating a mutually trusting environment in which when someone faces an emergency, they can leave the office without any issue and the rest of the team will have their backs. On the flip side, it’s also about knowing that when there is a need, we are all ready to be flexible even if it means taking an important call early morning or late in the evening.

What matters is having the right culture and providing the space for people to develop and be successful. It’s about fostering an environment where everybody feels trusted and grows professionally.

Q: How important is innovation for the future?

David: If you’re standing still, you’re going backward. We must continue to innovate as a business and stay at the forefront of what’s happening in our clients’ industries. We need to understand our clients’ needs and support their innovation and transformation efforts.

From a human capital perspective, there’s a lot of innovation in how businesses approach their leadership teams, ensuring they have the right mix of skills and diversity—including gender diversity, neurodiversity, and other key aspects. These are top of mind for CEOs and CHROs. If we can support companies on that journey, we’re also driving innovation within our own business.

Q: What is essential for maintaining customer loyalty?

David: I think being transparent and honest with your customers is important. In the professional services industry, we deal with people, not products, and everyone is different. Each customer and brand we work with involves many individuals, all with different personalities, mindsets, and ways of working. To maintain loyalty, you have to be transparent with your clients—don’t hide when there’s a problem and celebrate when there’s a success.

Our role is to guide our clients through the talent acquisition process, a succession plan journey, or a confidential search. We aim to make our customers as successful as they can be and help them achieve their business and sustainability goals by alleviating their talent pain points. That’s how you build customer loyalty.

Q: One dream you want to realize for Pacific?

David: To take this business on a journey where there is true wealth creation both in financial terms and opportunities to have rewarding and fulfilling careers for the people who have been key to our continued success and growth, both today and in the future. It’s about ensuring that everyone, whether they are already a director or not, realizes their value and contribution to the team.

Q: Top advice for future leaders?

David: I think it’s crucial to be genuine and consistent, but also flexible. Being genuine means being open and honest with people, both with our customers and internally. Consistency is important in messaging, communication, and leadership style. However, flexibility is equally essential because we have a diverse organization with 13 or 14 different nationalities.

We need to adapt our communication and take into account cultural nuances from one office to another. If we’re genuine and consistent in how we operate, it provides a strong baseline, allowing us to be flexible when needed. This approach helps build trust and effectiveness as a future leader.