From running newspaper ads to clicking LinkedIn profiles, Patrick Ropella has witnessed first-hand how much executive recruiting in the chemical industry has changed over time. Patrick is the chairman of the Ropella Group, whose mission is to grow great companies by sourcing, recruiting, and training top talents. Patrick discusses with Victoria Meyer how recruiting is a relationship business. Modern tools like Monster and LinkedIn only help quicken the process, but in the end, it's about establishing personal connections with transformational leaders. Patrick also dives into challenges the chemical industries face at present, such as the COVID-19 pandemic and the lack of talent. If you want to learn more about recruiting and training, then this episode is for you!
Watch the episode here:
Listen to the podcast here:
How Technology Changed Executive Recruiting In The Chemical Space With Patrick Ropella
I am delighted to be talking to Patrick Ropella. Pat is the Chairman and CEO of the Ropella Group, one of the premier recruitment companies in the chemical industry. He has started this company years ago, has grown and evolved this business through the years. He is an expert in talent in the chemical market. I'm delighted to have Pat to talk to us, share some insights on his work in the market, and how he sees it. Welcome to the show, Pat.
Thank you, Victoria. I appreciate you having me here.
I’m interested in your origin story. How did you get started in the recruiting space and talent space? It's not always a typical career path, yet you've launched in. You started your own company and been successful for years.
It's not like you can go to college and get a degree in headhunting. Most people don't have a clue that headhunting is a career path until they trip into it the way I did. This is a pretty common story. I went to a recruiting firm in Downtown Milwaukee indicating that I was interested in making a change. I owned a couple of health clubs at that time. I was selling business equipment. I was doing both, working myself to death, and decided I needed one focus. I sold the health clubs and I went to the search firm saying, “what can you do to help me find something else, a next step?” While I was there, they said, “You’d really be a good headhunter.” I said, “What's a headhunter? I don't have a clue.” They explained it to me and convinced me that I should give it a shot.
Six months later, I went back and said, “I haven't found anything that you've sent me out to interview that's got me as interested or intrigued as headhunting. I've done a lot of homework and I've decided I'm in.” They made me an offer and I joined them. The first day I arrived, they said, “What are you going to focus on?” I said, “What are you talking about?” “What desk are you going to specialize in?” I said, “Why didn't you tell me that was necessary? I have no clue. I hadn't even thought about that.” They said, “Everybody needs to be a specialist. If you want to dominate your space, pick a lane, and stay in it.” While I was thinking about it, I was having a complete brain fart because I had no clue what made sense for me at that point.
They said, “How about taking over the chemical desks? We've got a guy here that's going to be retiring in two years, he'll be your mentor, and he's moving over into packaging right now. He wants to semi-retire. It's easy for him to do that, focusing on a new desk, and you'll take over the chemical desk.” I said, “I know nothing about chemistry, nothing about chemicals. I've never had a Chemistry class.” They said, “That’s perfect. The less you know, the more questions you'll ask,” and that's the secret. If you've ever read How to Win Friends and Influence People, it's all about asking them what they're interested in talking about. Years later, here we are. I now run the world's largest chemical industry search firm.
Many people that get into the chemical space don't necessarily know chemicals and they certainly don't know recruiting, so that's good. What has changed from where you started versus where you guys are now?
If you look at what’s changed from an industry perspective, that’s one line of questions. What’s change for us as a firm is another whole topic. Which one would you prefer to focus on?
How about from the industry perspective? I think that’s what people will be interested in.
From the industry perspective point of view when I first got into the business, there were very few headhunters that were doing anything but entry-level contingency type of search work so placing sales reps, chemists, engineers and the like, unless you're with one of the big firms like Korn Ferry, Heidrick & Struggles, and Russell Reynolds. At that time, there were only a handful of those big firms. Now, there are 10 to 15 of what you described the big dogs, another 200 or 300 large boutique firms like us and thousands of other people working from their home using an extra bedroom to do recruiting.
The industry has exploded from the internal talent management side of the fence as well. It used to be that there was no internal recruiting to speak of other than placing an ad in the newspaper. Do you guys remember what the newspapers like? That's where you did your recruiting. You'd post an ad and you'd wait for resumes to come pouring in from all sorts of people that were totally unqualified for the role. Monster.com came along and said, “We've got a better way. We can help you get the right resumes.” I remember once being at a convention, and the founder of Monster was saying, “We're going to put all headhunters out of business. You'll never need them again.” We're like, “No, you won’t. This is a relationship business. It's not about getting resume flow. It's about identifying which resumes and people are the right people for these roles.”
What happened very quickly as tools like Monster, LinkedIn, Zoom and all these other tools made it easier for the internal talent management teams to build their own in-house recruiting capacity. That's been a dramatic change on our industry. It's driven down the fees. It's made it easier for them to do the low-hanging fruit. The searches are a needle in a haystack. They are more challenging whether there are less competitors in the space, the skillsets are specialized, the types of educational requirements and the nature of the chemical industry. It means there's not a lot of good in-house recruiting that takes place for the real challenging roles, especially on the high-level R&D assignments or the high-level manufacturing ones. We get a lot of that work still. Those are some of the changes.
Everybody needs to be a specialist. If you want to dominate your space, pick a lane and stay in it.
One of the things people are always interested in, and I certainly was when I was looking for corporate job is, how do people find you? How do you find talent? How does talent find you in order to create this matchmaking that you do?
Here's another major change to answer that question. There was no such thing as the internet when I first got into the business. I got into this business before there were desktop computers and even fax machines. I used to have a phone that you'd spin the dial and we used to call that spinning the dial, “Don't go crank out phone calls, get in there and spin the dial.” Things have changed a lot because of technology. The only way people would find me was because I would go find them by picking up a directory at a library, looking up the names of the chemical companies, calling their corporate headquarters and asking the receptionist, “Who is your salesperson in Chicago? Who's your director of R&D at the R&D facility in Michigan?” That's how we find people.
It was called rusing. You have to be creative to get the secretary to drop her resistance and give you the information you needed. All of that is available on the internet in a wide variety of forums, whether it be through using Google or LinkedIn, which is an incredibly powerful tool for this now as well as trade show and conference directories. Over time, there's a bunch of databases out there like PitchBook that are like LinkedIn that give you very specific information about the people and what they do at the companies, etc. We have a lot of tools so you'd think, “Why would companies need headhunters?” It's because it’s a relationship business.
You still find it's the relationships that you had with individuals and with the companies themselves that helped make the difference.
Most of our clients come to us and tried to fill a search on their own already. The great majority of our clients will have run it through their internal recruiting team. If that doesn't work, then they'll run it through their whole organization and begged everybody, “Help us with networking referrals. Who do you know?” When that doesn't work, then they will pick up the phone and start calling recruiters. They'll either give it to a bunch of contingency recruiters and hope that they can horse race setting, chase down the candidates or they'll decide, for specific reasons, that it requires a specialist or an expert. That's what we are. We are not a contingency firm. We don't compete with other firms on any searches. We're always working exclusively on searches. We're not competing with the internal talent management teams. When they retain us, after they sign our agreement, everybody is processed through us. It's a much higher-level relationship and more focused approach to recruiting success.
A lot has changed obviously since you've been doing this and the biggest change certainly across the industry was COVID. What happened in the world of recruiting, more specifically, with chemicals in 2020 and into 2021 as it relates to COVID? Has it made things easier? Has it made things more challenging? Does it change what people are looking for?
A little of both. I'll give you an example without naming names, but it is a big company in the chemical industry in Texas, not one of the ones you used to work for us. We're not going there. We've been working with masses of strategic talent partner, helping them with some significant expansion that they've got going on in the specialty niche where they're a dominant leader now. As a result, they're growing like crazy. Even during the COVID, they'd never slowed down. They were looking for quite a few people for very high-level business development roles, high-level technology, R&D type of roles, and even senior executive roles.
Before COVID, we want everybody in our headquarters. Everybody got to be willing to relocate here. I'm not going to tell you which major city in Texas it was because that will attend to tip this up. The problem was it wasn't a location that a lot of executives from the chemical industry or a lot of these types of people were for this particular niche based in. They were mostly based in New Jersey, New York, PA. Getting them to come here was proven to be a major challenge.
One of their main R&D in manufacturing facilities which is very common was in the middle of nowhere in a rural setting in Central US. Again, it’s a major location challenge. We were running into problems where they were excited about candidates because the candidates wouldn't relocate. Those candidates were falling away right and left. Post-COVID, you can work from home. Before that, no matter what we said, even though some of these candidates were working from home successfully in the same role, we couldn't get them to budge. Now, they're more than willing to say, “Everybody else is doing it, so will we.” That's been a major improvement. You would think, how can you do an R&D job working from home? Senior leadership R&D jobs aren't on the bench that much so the person flies in occasionally, do special bench work, and then goes home or uses a lab resource that's there in their area, goes in and does the work at the lab, and then goes home.
Do you see that work from home lasting for long-term? When you start negotiating on the company's behalf or the individual's behalf, is it for a twelve-month period with an expectation that they moved to the location? From what you see, do you see this work from home being a long-term trend?
In some cases, yes. In some cases, it's a novelty and people are getting tired of it very fast. We are wired by God as relationship beings. We are not robots. Working from home creates a lot of disconnect and even depression for people. They get bored. When they get bored, they get frustrated. When they get frustrated, the next thing is depression. For certain people who are hyper-type-A personalities, working from home is never a problem because they get out and make their relationships in the community happen. They're better at reaching out and dealing with the loneliness most others would get from working at home.
For everyone else, 80% of the population does not want to work at home. They prefer to be in an office setting. They want to separate the personal life from your home life. They're not good at doing it. It makes it more challenging working from home, having to deal with the kids, the wife, the spouse, or whatever. We've learned from experience that even in sales range, you take 100 salespeople and the client says, “All 100 of you can work at home.” Only twenty of them are going to be effective working from home. The other 80% won’t, no matter what, even though it's a sales role. It's normal that these people can work from home. It may be normal, but it doesn't always work. A lot of our clients will set up sales offices for the person to work outside their home because they know that person doesn't work well from home. It's a forced trend right now that in time will fade away. A lot of these people that are working from home, I hear it every day, “I can't stand it anymore. I'm tired of it. I want to go back to the office.”
I can understand it. Even with my clients when I talk to them, people miss the water cooler conversations. They miss the ability to walk three doors down, ask a question, have it answered and resolved at that moment, versus having to wait to see if they're available, sending an email, sending an IM, etc. There are a lot of benefits to working from home and people have certainly appreciated that flexibility. There's a lot of benefits to being in person with your teams, with your people, with your peers and your friends. You started by saying people are intended to be socialized, and I would agree with that.
We've got almost 50 total employees at any one point, and when the COVID hit hard, we shut down because everyone else was. Three weeks later, we opened back up. We're in Florida so we have a lot less restraints than other states. That’s what is part of it. At the same token, most of our employees said, “Please, at least open the office up and let us come in and social distance. Let us decide how much time we want to spend in the office versus home. Don't make me work from home full-time. I'll go crazy.” When we opened up the office, it was a matter of two weeks and 80% of our people were back in full-time because they wanted to be there. The other 20% are still working mostly from home because they have issues with kids and spouses where they can't find childcare. They can't deal with the difficulties that all of this COVID is creating.
It's been a real challenge, that's for sure. There are a few trends in the chemical industry if we look at 2020 and 2021. Sustainability and digitalization seem to be two that are high on everybody's radar. How has that affected your recruiting? Are people looking for more chief sustainability officers or chief scientists that support that sustainability trend? Is that something that you see in your practice?
It's interesting you bring up those two topics because one is much further along than the other in the chemical industry especially. Years ago, when Europe established REACH, it made it clear to the worldwide community that environmentalism, sustainability and these topics were no longer just watercooler topics. They were mandates from the government, communities, and now even from the board. As Europe has been well along that path for the better part of many years, the rest of the world is playing catch up, but they're not behind the eight ball anymore like they used to be. There are very few companies that don't already have strong sustainability teams. We had a stretch there for years. We are very busy filling, high-level environmental health and safety, sustainability and roles working with the government agencies to satisfy all the regulations that were coming down. We aren't getting as much of that because most of that is already squared away.
Now, what is more of the modern-day issue as it relates to sustainability environmentalist is we've got the teams. We’re doing this, doing that or doing other things. It's more about PR and effectively communicating what you're accomplishing. The catch up is caught up. On the digitization side, it's a totally different story. We are getting major and not as much Fortune 500 clients. Most of those have well been down that path as well, but it's the mid-size firms. The mid-size market leading firms that are now saying we need a world-class data analytics person, or we need a world-class SEO and website leader that can take not only our website and our marketing into the digital world, but use that experience to bring the rest of our sales process and communication with our clients’ models to a digital format where we can have dashboards and better interactive tools. We placed, for a client out of Chicago, a major food and chemical company, a combination of both, the director of IT from United Airlines. You might think, “Why would they go there?”
That's not a typical transition you would think.
There are not a lot of good people in the chemical industry with this experience. It's a very small pool of people. Adjacencies, going after other industries where this has already been well done for a long time makes a lot of sense.
You mentioned mid-sized firms, and I know you guys have started working a lot with private equity firms. You can talk a little bit about that. I'm interested in, do PE-backed companies look for something different in their leaders as you are placing them than a typical Fortune 500 company? What do you see in that space?
The private equity community has had a massive impact on the chemical industry. Years ago, I rarely ran into any chemical company that was being led by a private equity firm. Now, you can barely find one that isn't and those that aren't are in active discussions. It's incredible how many small to medium-sized chemical companies that were family-owned, small in-house management lead, management-owned firms are now controlled by private equity, funded, and supported by them. That said, what do they look for that's any different than the Fortune 500? They all are looking for A-players and transformational leaders. They are looking for ways to define what is A-player and how do we make sure we're interviewing them? What is a transformational leader and how do we make sure we're getting them? Whether it's a Fortune 500 company or a private equity firm that's leading a midsize firm, they're all looking for that. The private equity guys are a whole lot better at getting them. It's because they're better at data analytics.
When you interview, most people do a very poor job of collecting the data and organizing it in such a way to determine what's the difference between A-players and everybody else. What's the difference between transformational leaders and all the others? That's the issue. Private equity guys are great at data collection and data analysts. They do a much better job of getting those people because they sort through all the data, they collect it better, they organize it better, and in the end, they make better decisions. It's not that they're looking for anything different. They're getting more of what everyone is looking for.
That's an interesting perspective. I hadn't thought about that data analytic angle that they bring to it. Are they also willing to throw more money at it?
When you're working with Fortune 500, all you ever hear all day long is we are constrained by internal equity. We can't hire that person even though it's absolutely clear that as an A-player, that is a transformational leader that could dramatically change the growth of our organization and the culture, you name it but we can't hire them because it’ll piss off the people we've got. That's the internal equity damage. We get that and we understand that. Most of the mid-market leading firms also have that challenge but they're being told by their private equity sponsors, “Ignore it.” That's our problem. If we can drive revenue and EBITDA, why would we care about what they cost? To a point, these private equity guys squeak when they walk there so tight. They're very controlling about their money but they also understand the return on investment better than anybody else.
Is there enough talent? The things I've observed in my corporate career, I see with my friends that are still in chemical companies and major corporations, even when you read different publications, are we getting enough people that are interested in entering the chemical industry and developing? I feel like there have been some gaps at times in terms of talent at certain age ranges perhaps or demographically. Is that a concern for you? Is that a concern for the companies? Is there enough talent to serve what the industry needs?
The less you know, the more questions you'll ask.
The answer is clearly no. It's been a major problem that the STEM topic has been around for many years. It's been talked about for many years and it has been mostly ignored for many years. There's a lot of economic development initiatives being driven into communities to make sure their high schools are doing a better job of focusing on STEM. If they don't make it more exciting, more dynamic, and they don't do a better job of funding, how does that solve the problem? That's where it always falls apart. It's not that sexy when you're competing against video gaming or website design. I can tell you from personal experience, I had a son who was a math genius. Any kind of engineering, he would have been accepted into. He was accepted into the University of Florida's Mechanical Engineering Program, which is a world-class school. He was a straight-A kid. He got in and was doing great until he got distracted.
That's the common thing as these kids will get in. They can ace all these Engineering, Math and Science classes but what they find out is that also makes them very attractive to the other programs like the software design programs, the digital programs, and there are a lot more fun. Let's build an internet business and there go some of the smartest kids on the planet. That's part of the problem. We don't have enough kids coming out of high school and college with these degree requirements like Chemical Engineering, Chemistry, Biology, but the ones we do are being tapped. It's a major challenge.
I would agree with that. My kids are high school and below. I'm a STEM-focused person. I believe it, promote it and talk to folks about it. I have a hard time convincing my kids who are really strong in Science and Math that they want to pursue STEM-based careers. They want to be engineers or that. It's an interesting industry. I don't think we're doing enough to help them and you're right. There are other areas that are sexier, hotter topics, the whole internet, development, video gaming and data analytics. There's a whole lot more technology other than this core chemical technology that becomes interesting to people and figuring out how to get them there. It's a million-dollar question.
As for you or any of the parents that have kids that are bright and able to handle Math and Sciences but aren't sure if that's where they want to go, point them to Dow. Not necessarily as a company to go to work for but as a company that's doing an incredible job of building STEM feedstock. What Dow is doing is they're not just talking about it, they're doing a world-class job. It's because they're as big as they are. I'm sure BSF is doing the same thing and others but they're on the face doing an incredible job of marketing how exciting and fun it can be to be in this industry. They are doing a great job of going out, finding them and recruiting them, but then they're making those kids look like rock stars. They're putting them up on the internet, they're doing commercials about them, and they're doing parties and fun things to get these kids engaged. They're doing it with video cameras around them and sharing that on the internet so other kids can see how exciting it could be to be in this field. You might look into that. They have a LinkedIn page for this. That's cool.
You recruit leaders and you have built quite a big team. How would you describe your leadership style? What have you learned? How do you lead your business? You're leading a big successful business. What's the magic in that?
One of the unique perspectives that I do is that I've been hired and fired more than anybody else in the chemical industry because every month, I've got a new boss. We average about twenty new searches a month. Not all of them are fully retained but we're running on average about twenty new searches a month. Every one of them has a different leader. If you multiply that times 35 years, I've had an incredible opportunity to get exposed to leaders in an environment where they're often challenged when it comes to hiring. That is one of the most difficult things, as a leader, to do really well. I've seen some people do it great, people do it horribly, and most people do it pretty average. While watching them, I've learned a lot and I've had a neat perspective. I would say that my management style is to be as strong as it relates to being a visionary, empathetic, humble and understanding that we are all are wired differently.
I'm big on strengths. I focus on our people's strengths, I push them in the direction of what we identify as their passions, and delegate their lack of interests which is usually their weaknesses to others. We run our search from an assembly line where everybody has strengths and weaknesses. We push the components of executive search to those who are strong and those who are not excited about the other components, we try to farm that to others. We run out much like an assembly line and it's a special team’s approach. That works extremely well. It drives our quality through the roof and it makes us a lot faster when we're running searches too.
Especially working to your strengths because sometimes people keep trying to fix their weaknesses and often, you can't maximize your strengths and you move a lot faster and farther. What else about your business? I know that your business has evolved. Is there anything you want to share? I know you're doing a lot more with private equity. Is that something that you'd like to talk about and share with us now?
We talked about where we've been, where we're at and then where we're going. The most exciting part about The Ropella Group is where we're going. We've now transitioned from being the type of firm that mostly focused early on. For the first five years, I worked for others and then I started Ropella Group and we've been Ropella Group for many years. The first ten years, it was mostly contingency search at entry levels. We started to evolve into partly retain where we get money upfront and the rest on completion and some middle management type of searches. The past years, we focused and exclusively retained where we're being paid like a consulting firm and mostly senior-level roles like managers, not so much directors, vice presidents, presidents mostly, and occasional C-suite searches.
Now, we're almost exclusively focused on C-suite searches and roles at private equity firm where we're actually putting operating advisors, subject matter experts which what they call river guides, and backable CEOs into private equity firms. It has transformed not only our business but also our revenue, the approach and the way we go to market. We are now taking fees, which puts us at the absolute pinnacle of our industry. There are very few firms that get equity for fees.
We're now taking equity and not necessarily 100%. It'll be a split between cash and equity, depending on what the client is comfortable with and what we're comfortable with as it relates to the risk or the opportunity and rewards. We're now becoming a private equity firm at the entry-level with the expectation that in the next years, we'll have very successful cash cow called The Ropella Group, our executive search firm but we'll also have a boutique private equity firm where we're going out and finding opportunities to invest, which I'm excited about. Because it's one thing to be a private equity firm and to focus on revenue and profits which is hugely important, and it's another thing to do it from the perspective of, “We're focused on talents. Where can we find the best leaders and the best opportunities for those leaders to shine?” Once we've got that, we'll bolt on funding and financial sponsors through our network. It's a different approach. Very few people are doing it.
When you look at some of the stuff that happens, for instance, in Silicon Valley, an Angel investor is into where people-backed talent and you're bringing that expertise in to be able to back in and build companies and fund companies with talent.
The other thing I would say is as it relates to what we're doing. We're still doing the chemical industry and allied industries which are cosmetics, codings, cannabis, plastics, etc. We're the 400-pound gorilla definitely in the chemical industry space. What is neat is that the searches that we run are often very challenging needle in a haystack searches. With that said, what can we do to get ahead of the puck as the future is dynamically changing in 3D printing, autonomous vehicles, VTOL, drones and space exploration? That's ahead of the puck. That's where private equity is now just starting to heavily invest where they've been investing heavily for the past years in the chemical industry. We're seeing these hot niches starting to blossom. We're transitioning and getting in front of the puck now as well.
We're taking on a bunch of 3D printing really neat, very high-tech robotics companies, surgical and lasers run by artificial intelligence. We’re running searches. We're having no problem getting those companies to say, “Even though you're in the chemical industry, we get it because of your expertise in all these years, running these ‘needle in a haystack’ searches for the world's leading technology companies.” We just got the Argonne National Lab Super Collider project. That's the kind of high-tech stuff that very few firms get a chance to get up at-bat to even make a pitch. We're getting a lot of searches in these high-tech spaces. My hope in the next years is that I can say not only are we the world's largest chemical industry search firm, but we are the largest high-tech search firm in the universe.
That is a great vision to have out there. Pat, I'm going to turn the tide a little bit. I know you are working intensely and having grown this business, what do you do in your spare time? Do you have a spare time when you're running a business with these many people?
I raised a couple of boys, had a horse ranch for many years, was involved in volunteering and running boards of nonprofit charities. Even while I was building the search firm, I’m very active in all sorts of other ways because I don't sleep very well. I've got a mind that's constantly thinking about. “How can we improve? How can we grow?” If I'm not, I'm not really happy. I don't suffer foolishness, relax really well, and so I've got to have a lot of other activities. For me, it's always been a little high-risk. I like race car driving, scuba diving, skydiving, hang gliding, you name it. I'm into power sports and dangerous sports because that's the way God wired me. It makes my life more interesting. All that said, I've got to the point now where I'm a little more relaxed and I've now got into art. I always had a strong interest in art. I was into pottery all through high school and woodworking. In the more recent years, I've got into painting. I've also done a lot of glass blowing and glass art. I've built a 7,000 square foot art studio right next door to my corporate headquarters. That studio allows me to produce a wide variety of art and that is my therapy. I've always felt like I could use a psychotherapist but this is a lot less expensive and it's a lot more fun.
You've got some of your artwork behind you.
I'm in my condo. I have a condo in Destin, Florida. It's about a 3,600 square foot art gallery, packed full of my art. The art on the wall behind me is some of my glass blowing. The art on the left behind me was some of my painting. I love glass. I've always been interested in glass. A lot of my paintings I incorporate glass into them and they're really unique.
If you have a successful search, do you also gift your people with a lovely piece of art?
Maybe that's an idea for next time. I think that was you asking if I'd send you one. I haven’t done that yet but we have a program we called a Ropella Alumni, where we have an executive gifting program for our clients, and our gifts are not the typical plastic pen with your logo slapped on it. We do nice, very artsy gifts.
Are you familiar with Giftology?
No, I’m not.
I listened to a podcast and I read up a little bit. There's a company called Giftology and the guy that founded it has also written a book. It's similar to what you say. It's around the art of gifting, but it's not gifting pens and tchotchkes. It's meaningful. That bolsters long-term, good will, and it makes you memorable. You're obviously a memorable guy, you're a memorable company, and you've done well through the years.
Thank you for that. I appreciate it.
Pat, if people want to get in touch with you, how do they do that? What's the best way?
The website is step number one. It’s Ropella.com. That's easy to remember. If you want to send me an email, it's even easier. It's Ropella@Ropella.com, and all of our contact information is scattered all over the website as you can imagine. If I can be of help to any of your readers, in any way, 24/7, don't hesitate to reach out.
Pat, thank you so much. I appreciate you spending time with us. People are going to love to learn more about you, about the executive recruiting in chemicals, and also where you've grown the business. Thanks for taking time.
Thank you. I appreciate you inviting me.
About Patrick Ropella
Having dedicated his career to helping companies worldwide in sourcing, marketing to, assessing, recruiting, on-boarding, retaining, training and transforming top talent, Patrick Ropella has gained a global perspective on Executive Search and Talent Management.
He has worked with people across all roles and functions, cascading from the top levels of management to placing apprentices coming straight out of college. Over the past 25+ years he has seen many individuals he’s personally assisted in making career transitions become well trained leaders and join the C-suite at many of the world’s largest corporations.
Patrick Ropella is the Chairman & CEO of the Ropella Group, a world’s leading Executive Search and Consulting firm with an extensive network of experts in a broad array of industries and functional areas. Ropella’s highly unique proprietary SMART Search System, combined with their sophisticated network, research partners, and database systems results in unsurpassed relationship building; this gives Ropella an exceptional and proven success rate in finding the most cohesive match between employers and employees.
With over 25 years of Executive Search experience in the Chemical allied & high technology Industry, Ropella understands the unique career, recruitment, and hiring challenges faced by these industries. This first-hand knowledge of customers, facilities, production, and current industry trends means Ropella can find just the right experts or careers, quickly and efficiently.
If you are looking for a highly qualified and professional executive search consultant (recruiter or headhunter), give Ropella a call and put our people and process to work for you!
Specialties: We have extensive knowledge in every facet of the chemical industry.
We also regularly serve many Fortune 500 consumer products companies that make products heavily based on chemicals – or what’s referred to as “Allied Industries.” In addition, we are building our reputation as a leader in executive search in many high-technology industries.