Matthew Pitt

The heady days following lockdown were exciting times for talent leaders. As the global economy reopened, companies loosened their purse strings and embarked on...

Here’s a conundrum.In over 20 years as a recruiter, I’ve only twice persuaded a candidate to move forless money. One was a KPMG partner...

In a fascinating 30-year career, Arvind has established multiple businesses and worked with some of the world’s leading consumer brands. Multi-lingual, he has led digital and cultural transformation programmes across Russia, China, the Philippines and elsewhere. As well as sharing a few stories about his professional journey, Arvind provided us with fascinating insight on leadership, diversity and corporate purpose.

There was an increasingly vocal group of (mostly younger) professionals who were demanding more flexible forms of working. This was the same prescient generation who made much of the early running on such ideas as corporate purpose, sustainability and work/life balance. But their preference for working from home was often seen as a step too far.

For many years, Investor Relations (IR) was every global firm’s forgotten function. If businesspeople thought about IR at all, they usually assumed it was some sort of glorified comms job, a necessary buffer between an overworked Finance team and information hungry investors.