In this interview, we speak with Nils Richter, Managing Partner at KennedyFitch. With deep experience in executive search and leadership advisory, Nils works closely with fast-scaling and transformation-driven organizations to help them navigate complexity and change. His approach combines strategic insight with a strong understanding of organizational dynamics, making him a trusted partner to clients across the DACH region and beyond. Here, Nils shares his perspective on leadership hiring, transformation, and the evolving role of HR in shaping resilient, future-ready teams.
As you step into this new role as Managing Partner at KennedyFitch, what perspectives or experience do you hope to bring to our clients, particularly in the context of leadership hiring and transformation?
Hiring leaders today isn’t just about filling a role. It’s about placing someone who can shape what’s next. I bring a deep understanding of what fast-scaling companies and transforming organizations truly need from their leadership. My focus has always been on connecting the dots between business model, culture, and leadership behavior. At KennedyFitch, I want to sharpen our approach to executive search by aligning leadership decisions more directly with a company’s strategic inflection points.
You’ve supported many organizations through transformation, restructuring, and growth. In those moments, leadership needs often shift. How do you help clients identify what kind of leadership they truly need to move forward?
The key is to slow down before rushing into hiring. I work closely with clients to understand the phase they’re in—what kind of ambiguity, pressure, or opportunity they’re facing. From there, we clarify the leadership behavior, decision-making style, and cultural impact that’s needed, not just what the job description says. Often, the most valuable leaders aren’t the “big names,” but those with pattern recognition, learning agility, and emotional intelligence to lead through change.
You’ve worked on leadership hiring in some of the most fast-moving industries, particularly in tech. In those environments, how do you assess whether a candidate has what it takes to lead when the pace is high and the path isn’t always clear?
In tech, strategy often changes faster than org charts. So I focus on how candidates make decisions when the data is incomplete, how they adapt under pressure, and how they build followership in ambiguity. I look less at what someone has done and more at how they did it—how they scaled themselves, not just their business. The best tech leaders are obsessed with progress over perfection and combine clarity with humility.
Your work goes beyond executive search. How do you bring in your experience around people strategy or organization design when advising clients, especially when the stakes are high?
Search is just one part of the equation. I often help clients zoom out to assess whether they have the right leadership architecture for where they’re headed. Is the role designed to succeed? Are the interfaces and expectations clear? Is the team ready for this leader, and vice versa? My background in people strategy allows me to have these deeper conversations, which make the search more successful and more sustainable.
Hiring leaders is not just about filling a role—it’s about placing someone who can shape what’s next.”
You’re based in Berlin and work with companies across the DACH region and beyond. What are some of the conversations you’re having right now that feel especially relevant for HR and business leaders, particularly around talent, leadership, or change?
There’s growing recognition that transformation fatigue is real, but so is the cost of standing still. Many leaders I speak with are rethinking what “resilience” in leadership really means. Others are navigating the tension between operational efficiency and human-centricity. In tech, I see a strong push for more pragmatic leadership—less hype, more clarity, more delivery. HR leaders are right in the middle of this shift, and the pressure to get hiring right is immense.
For someone in your network who’s considering a new leadership hire or rethinking their top team setup, when is the right moment to get in touch with you?
Ideally, before the hiring need becomes urgent. When you sense a shift—whether in team dynamics, business direction, or the challenges ahead—that’s the moment to talk. Then we can still shape the role, align expectations, and avoid costly mis-hires. I see myself as a sparring partner, not just a search partner. Even if the decision is months away, those early conversations often make all the difference.
KennedyFitch stands for building trust, working in partnership, and putting people at the heart of business. What do these values mean to you in how you work with clients and candidates?
To me, trust means being honest, even when it’s uncomfortable. Partnership means being in it for the long run, not the quick win. And putting people at the heart of business means remembering that every leadership hire is about more than performance—it’s about fit, timing, and potential. At KennedyFitch, we take the time to truly understand people and context. That’s not just our process—it’s our mindset.
What excites you most about shaping the future of KennedyFitch as a Managing Partner?
I believe KennedyFitch is uniquely positioned to redefine what quality in executive search looks like. We’re not afraid to question old rules, and we’re trusted enough to do so. I’m excited to build on that foundation, deepen our impact in tech and transformation-driven sectors, and push the boundaries of what a truly strategic search partnership can be.
What’s something people often misunderstand about executive search?
That it’s just about finding the best person. It’s really about helping a company become the kind of place the best person would thrive in. That’s where the real value lies.
