A multinational supply chain organization reached a pivotal moment when it committed to building a formal Diversity, Equity, Inclusion & Belonging (DEI&B) function—its first in company history. The SVP of HR was charged with launching this new initiative and needed to appoint a Head of DEI&B who could successfully balance long-term strategic vision with day-to-day operational execution.
This new leader needed to meet the organization where it was in its diversity journey—early in development, without preexisting infrastructure or legacy frameworks. The role called for a highly skilled individual who could build a scalable global DEI&B strategy while influencing stakeholders across all levels of leadership. At the same time, the company required someone capable of serving as a high-functioning individual contributor who could drive implementation without relying on a large team. In addition to shaping strategy, the Head of DEI&B would contribute meaningfully to employee engagement and inclusive leadership development across the organization.
What made this search especially complex was the subjectivity surrounding what defined a “qualified” candidate for the role. Internal stakeholders had varied expectations, and the talent pool itself was highly diverse—not just in background but also in philosophy, communication style, and professional experience. These differences made alignment challenging and risked derailing strong candidates based on perception rather than true capability.
Perpetual Talent Solutions deeply understood the nuances involved in DEI&B leadership hiring, combining search expertise with cultural insight and organizational advisory. Having worked previously with the SVP of HR, we began by aligning closely with her to define the ideal profile: a candidate with the right blend of readiness, pragmatism, and strategic perspective.
We developed a multi-stage evaluation process to ensure consistency while allowing each finalist to demonstrate their leadership philosophy, strategic thinking, and cultural agility. This process provided a structured way for the hiring team to evaluate tangible experience and the intangible qualities essential to leading DEI&B in a global enterprise.
Throughout the search, we anticipated and navigated internal differences in candidate perception. In one instance, a top early contender was nearly ruled out due to a single stakeholder’s initial impression. We facilitated conversations that helped realign the decision-making team, emphasizing the importance of grounding assessments in long-term impact over momentary preferences.
To promote clarity and ensure equity across the finalist pool, we invited each candidate to present a 90-day plan for the final round. These presentations allowed candidates to articulate their vision, planning approach, and strategic priorities. Rather than guiding or scripting these plans, we created a fair and supportive framework that encouraged individual thought and genuine alignment.
One internal stakeholder initially flagged the candidate as a potential misfit, but she ultimately became the final hire. She has since proven to be an exceptionally high-impact leader. Now in her fifth year, she has designed and implemented a comprehensive DEI&B strategy spanning over 35 countries. Her work has become tightly integrated with leadership development, employee experience, and enterprise-level business performance.
Under her leadership, the organization has transitioned from aspirational diversity goals to measurable, operationalized impact. She has embedded inclusive practices into the company’s culture and infrastructure, creating a roadmap that continues to evolve with the business.
While many companies have scaled back their diversity initiatives in recent years, this organization has deepened its commitment, primarily due to the strength, clarity, and credibility of the leader placed through this engagement.
Establishing a DEI&B function is more than a gesture—it’s a strategic commitment to cultural transformation and business resilience. This case illustrates how a disciplined, consultative search process can help organizations move beyond surface-level alignment to find the right leader who can envision, build, and scale a function that touches every aspect of the employee experience.
