Interview with Stephen Mothersole, CEO Chemical Search International – Challenge and Opportunities in Talent Acquisition for the Chemical Industry
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In this edition of our On the Spotlight Series, we explore the challenges and opportunities in talent acquisition for the chemical industry with Stephen Mothersole, CEO of Chemical Search International and exclusive partner at INAC Global Executive Search for United Kingdom, United States, and Singapore. With over 25 years of experience in executive search for this sector, Stephen shares his insights on the evolving talent landscape, market competitiveness, and how Chemical Search International is driving transformation in the industry.
With the chemical sector facing a rapidly changing environment -marked by global consolidation, a shifting workforce, and increasing competition for skilled professionals- executive search firms play a crucial role in ensuring organizations can secure the right leadership and technical expertise. Below Stephen reflects on this journey in building a specialized search firm and discusses with us the key trends shaping the future of talent in the industry.
- Can you tell us how and why Chemical Search International was founded?
Chemical Search International was established in 2000 in response to a clear market need -executive search firms at the time lacked a deep understanding of the chemical industry. Back then, I was working in Germany after a stint in the United States of America, and I found myself on the job market due to a failed merger attempt at my employer. Throughout my own job search, I was struck by the fact that very few executive search professionals had any real experience in the chemical sector. Incredibly, I couldnât even find one with a chemistry degree. Fast forward 25 years, and this has not changed much.
I founded the company with a straightforward approach. Having experience both sides of the hiring process -as a candidate and as a client- I had the opportunity to see how top-tier search firms operated. We build our model around those âblue-chipâ firms but tailored it specifically for the chemical industry. A key early move was securing a prestigious London office location, as I believed large clients would not take a search firm seriously if it is operated from a home office. Additionally, we heavily invest in a high-quality website – something not common in 2000- which became a crucial marketing tool. We gained attention quickly by advertising in leading industry magazines, positioning ourselves as the executive search firm run by and for chemical professionals. It worked!
- What are the main challenges the chemical sector faces in talent search, and how is your firm responding to them?
 The industry is aging, particularly in Western Europe, and talent at middle management is becoming increasingly scarce. For the past two decades, too few students have pursued degrees in chemistry, chemical engineering, or other STEM-related fields, which has led to a significant reduction in the early-career talent pipeline and limited opportunities for progression within companies. Even those who do complete these degrees often choose careers in finance, consulting, or technology instead of entering the chemical industry. This trend is further exacerbated by the lure of higher salaries in alternative fields and the reality that many chemical plants and industrial hubs are located outside major cities, making them less attractive to young professionals seeking vibrant urban work environments.
At the same time, companies are becoming increasingly top-heavy, with senior executives reluctant or unable to retire, and a shortage of middle management professionals ready to step up into leadership roles. This creates a culture of risk aversion that makes the industry even less appealing to younger talent, who are looking for dynamic career paths with clear upward mobility.
While we cannot create new talent, we can help address these challenges by working closely with private equity and venture capital firms to identify leaders capable of unlocking potential in underperforming businesses. Our approach is to take a broader view of the industry, identifying candidates from across different chemical sectors rather than being restricted by the traditional silos in which companies often operate. Additionally, we collaborate with in-house talent acquisition teams to map out a more expansive and diverse talent pool, highlighting the global career opportunities the chemical industry has to offer.
- How is demand for talent evolving, particularly in technical and leadership roles?
Technical roles remain high demand, especially at junior levels, due to the global imbalance of qualified professionals. Companies are increasingly looking internationally to fill these gaps, but visa restrictions in some countries make this difficult.
On the other hand, leadership roles have also changed significantly. Traditional career paths with linear upward progression are becoming rare, largely due to industry consolidation and rapid transformations. Companies now need leaders who can adapt, often looking beyond their immediate competitors for talent. The industry has historically struggled with hiring from outside its tight-knit silos, but broader executive searches are now necessary.
Additionally, leadership skill requirements are shifting. Todayâs industry leaders must demonstrate agility, global experience, cultural awareness, and a willingness to embrace flexible work models – qualities that were less emphasized in the past. Diversity, Equity, and Inclusion (DEI) are also becoming essential factors in leadership development.
- What key trends are shaping talent acquisition in the Chemical industry?
Like many industries, the chemical sector heavily embraced RPO (Recruitment Process Outsourcing) models and social media-driven âpost and prayâ hiring strategies over the last decade as a way to cut costs. However, this approach is proving to be less and less effective, often leading to frustrating experiences for both candidates and clients.
Companies are now reinvesting in trusted executive search firms to handle more complex roles. The challenge is that many large corporations, having committed heavily to in-house RPO and Talent Acquisition teams, are reluctant to admit when these models are failing. As a result, hiring processes can stretch to 6-12 months before finally engaging a search firm. Unfortunately, by then, top candidates may have lost interest or no longer trust that the opportunity is real. We are seeing an increasing trend towards outsourcing key roles to specialized executive search partners from the outset -and we believe this will continue.
- What skills do you consider essential for future leaders in the chemical industry?
The industry is undergoing a period of unprecedented transformation, with significant shifts in market dynamics. Over the last decade, China and now India have emerged as dominant players in commodity and specialty chemicals, while the United States of America and the Middle East continue to benefit from lower raw material costs. This situation places strong pressure on European, Latin American, and APAC markets.
To succeed in this environment, future leaders must be skilled in navigating financial risks, identifying high-growth opportunities, and thinking beyond traditional industry boundaries. The sector has long been dominated by scientists and engineers, but in todayâs environment, entrepreneurialism and risk-taking are just as crucial as technical expertise.
- How has Chemical Search International evolved to stay competitive?Â
While we are sector specialists, we recognize that we canât know everything or have visibility into every market niche. Thatâs why we have expanded our Advisory Board, bringing in independent consultants from across the global chemical industry. We now have over 70 advisors worldwide, covering both regional and sector-specific expertise.
We have also diversified into adjacent sectors that are closely linked to the chemical industry, including green energy transition (hydrogen, lithium, renewable materials), cleantech, and circular economy solutions.
Additionally, we launched www.noblenet.co, a dedicated professional network for the chemical and related industries. With over 30,000 members, it serves as a platform for networking, career opportunities, and industry insights -helping us enhance our reach and sourcing capabilities globally.
- What value does being part of INAC Global Executive Search bring to your firm, and how does it benefit clients and candidates?
 Being part of INAC Global Executive Search enhances our ability to provide clients with unparalleled access to specialized and global talent, ensuring they find the right leaders to drive their business forward. Through our collaboration with country-specialized firms, we combine deep industry expertise with local market understanding, enabling us to offer a holistic approach to executive search. This synergy ensures that our clients not only identify top-tier talent but also benefit from insight into industry trends, leadership dynamics, and organizational strategy.
For candidates, INAC Global Executive Search expands career possibilities by connecting them with opportunities that align with their expertise, aspirations, and global mobility. By leveraging our extensive network, we help professionals navigate complex career transitions and provide them with access to roles in organizations that truly value their skills and experience. Our approach is not just about filling positions but about creating meaningful matches that foster long-term success for both candidates and companies.
- What advice would you give to young professionals and industry leaders looking to advance their careers in the chemical sectors?
The chemical industry offers dynamic, rewarding careers, though it is sometimes overlooked. It underpins virtually every aspect of modern life – from energy and mobility to healthcare and sustainability.
For young professionals, I encourage them to embrace mobility, seek out diverse experience, and take calculated risks to advance their careers.
For industry leaders, my advice is to prioritize career development for their teams. Companies that invest in talent growth and support ambitious, forward-thinking professionals will build the strongest, most resilient workforces for the future.
