Strategic CHRO — Media & Entertainment transformation & growth (Canada)

Position overview

Gladwin International Leadership Advisors is representing a confidential organisation in Media, Entertainment & Sports on a senior CHRO leadership mandate anchored in Canada. The remit explicitly spans Continental Europe, China, Africa.

This is a strategic transformation mandate at CXO level — equal parts operating leadership, change orchestration, and investor / board narrative ownership.

You inherit teams that are capable but often misaligned on priorities; your job is to simplify the story and the scorecard.

Context you will inherit

• Market & sector: OTT content strategy — finding content heads and chief content officers who can develop IP that works across global streaming algorithms and Indian viewer preferences simultaneously
• Geographic spine: Primary hub Canada with explicit corridor responsibility across Continental Europe, China, Africa.
• Organisation stage: Digital and data maturity uneven across business lines — quick wins exist beside multi-year platform investments.
• Stakeholders: Expect dense matrix: global product houses, regional P&L owners, shared services, and internal audit all pull on the same calendar.
• Secondary lens: Technology for media — streaming technology, content recommendation, ad-tech, and production technology require CTOs who bridge the creative-technology divide

The mandate (12–24 month arc)

1. Leadership pipeline: Build succession depth for critical roles; reduce key-person risk in revenue and operations.
2. Performance culture: Reset standards, feedback, and consequences — especially for the leadership population.
3. Rewards alignment: Tie incentive design to strategy; simplify schemes that accumulated complexity over years.
4. Talent acquisition: Fix hiring velocity and quality in scarce skill areas; partner with business on workforce planning.
5. Employee experience: Address engagement drivers linked to retention — career paths, manager capability, hybrid ways of working.
6. HR operating model: Clarify HRBP, centres of excellence, and shared services — reduce overlap and hand-off friction.

Responsibilities (representative)

• Set talent strategy for critical roles; chair succession and calibration processes with the CEO.
• Modernise HR operating model — clarity between HRBP, COE, and shared services.
• Partner with CFO on workforce cost, productivity, and location strategy.
• Lead executive hiring for direct reports and key-2 roles with diverse slates.
• Ensure ER / IR stability during restructuring or automation programmes.

Leadership profile

• Communication: Executive presence in English; additional languages valued where market-relevant.
• Education: Strong undergraduate grounding; MBA / advanced degree / professional qualification common at this level.
• People leadership: Experience resetting leadership standards and succession in matrix or multi-country settings.
• Judgment: High signal-to-noise under pressure; ethical clarity; willingness to halt initiatives that break risk appetite.
• Geographic muscle: Comfort operating from Canada with regular engagement across Continental Europe, China.

Team & culture

Inclusion and psychological safety are not separate programmes — they are prerequisites for honest debate on strategy and risk. Model curiosity, direct feedback, and consequences for conduct lapses.

Success measures (examples)

• Financial: Revenue and margin vs. plan; cash conversion; capital efficiency.
• Strategic: Share in priority segments; customer retention in anchor accounts; milestone delivery on transformation.
• People: Engagement trends; regrettable attrition in critical roles; diversity of succession slate.
• Risk: Audit and regulatory outcomes; conduct events; operational resilience metrics.

First 90 days (orientation arc)

• Days 1–30: Shadow key customer journeys or operations — paper over slides where reality diverges.
• Days 30–60: Cut or pause low-value projects freeing capacity for strategic work.
• Days 60–90: Publish first integrated forecast or plan under your ownership — even if directional.
• Build trust with risk, legal, and audit through transparency — surprises erode licence to move fast.
• Pick one cultural signal (e.g. meeting hygiene, promotion criteria) and model it relentlessly.

Stakeholder map (illustrative)

• Internal: Matrix of global product houses and local P&L; tension is normal — your role is to broker trade-offs with data.
• External: Customers who influence reference deals; government or industry bodies in regulated sectors.
• Capital providers: Banks, sponsors, or minority investors — each needs a slightly different narrative on risk.

Travel & mobility

Expect substantial travel — customer, hub, and owner meetings. Specific cadence discussed with shortlisted candidates.

Compensation

Competitive CHRO compensation for Media, Entertainment & Sports leadership: cash, incentive, benefits, and potential equity or carry (case-dependent). Discussed with finalists only.

Application status

This mandate is no longer accepting new applications. The search progressed through Q4 2025 and closed for submissions in February 2026. We retain this posting for transparency on the type of leadership work we carry in Media, Entertainment & Sports and Canada. For similar active mandates, browse open roles or submit a general profile through executive search inquiry.

Reference: media-entertainment · CHRO · Canada · Gladwin International Leadership Advisors