Success Stories

Executive Assessment

Business Products Wholesaler

As part of the CEO succession process for a $5 billion B-to-B supplier of items from more than 1,000 manufacturers, Cambria was engaged to implement an executive assessment process for all members of the company’s senior leadership team.

The assessments answered key concerns of the current CEO and board about the strength of the talent pipeline, led to the identification of a CEO successor, and were the basis of development plans for that individual as well as for 12 other members of the senior team. Cambria also assessed external candidates for other executive roles, resulting in recommendations that led to the hiring of two new senior team members who have been highly effective in their new roles.

Commercial and Industrial Construction

The lead director recommended Cambria for this assignment as part of the succession process to replace the then-CEO, who was approaching the company’s mandatory retirement age. The company was in a unique industry where bringing in an outside candidate as CEO would have posed significant downside risk, so the board’s hope was that the leader of one of the company’s three businesses could fill the post.

Cambria carried out assessments of five members of the senior leadership team, plus seven others with long-term potential for key executive roles. Executive coaching and development planning followed the assessments. The outcome was the promotion of the head of one of the company’s key divisions to be the next CEO, foregoing the need for an outside search. Under the new CEO’s leadership, this company has done exceptionally well in tough times for the construction industry.

Energy Marketing and Distribution

This Fortune 500 company asked Cambria to provide executive assessment services in support of a succession process to replace the outgoing CEO. The board, in particular, needed reassurance that the company had a viable internal candidate, although an outside search was always a possibility. However, the board also wanted to keep the current executive team in place, regardless of who was selected to be the next CEO.

With input from the board and CEO, Cambria developed critical success and failure factors as the basis for the assessment. All members of the senior team were included in the process, which involved qualitative 360 interviews with peers, direct reports, and board members; quantitative assessments via an on-line 360 instrument based on the new success factors; and selected psychometric assessments to fill gaps.

The result was that two candidates were identified, including one that had not been considered before, making it a difficult choice for the board. Nevertheless, the executive selected to succeed the CEO has taken his place without causing a ripple among the current team, and the company avoided the need for an outside search.