The FMCG (Fast-Moving Consumer Goods) sector is evolving rapidly. Disruption in retail, digital transformation, supply chain shocks, sustainability pressures and evolving consumer expectations demand that FMCG businesses be more agile than ever. But one underlying constraint is often under-addressed: a widening talent gap at the mid-to-senior levels.
In this post, we explore the factors fuelling this talent gap, the risks it poses, and how organisations can proactively close it, whether you're a hiring manager or a candidate considering your next move.
Why the talent gap exists
- Skills mismatch: digital, data & sustainability
FMCG companies used to reward classic strengths: sales acumen, supply chain execution, brand building. Today, they also need leaders fluent in digital transformation, e-commerce analytics, sustainability / ESG strategy and omnichannel customer insights. Many existing mid-level and senior executives were not developed in those domains. The result: a shortage of people who can straddle both heritage FMCG execution and new generation capabilities.
- High churn and competition
Top talent is mobile. Executives who do have digitally oriented FMCG experience are often in demand by retail, tech, or pure digital brands. The competition to attract and retain such people is fierce. That leads to higher turnover, “poaching,” and gaps between roles.
- Succession shortfall
Many FMCG businesses promote from within. But if the internal pipeline hasn’t been intentionally cultivated, the next rung of leadership is often underprepared or non-existent. Without strong development programmes in place, the business finds itself with roles going unfilled or filled by external candidates at higher cost and risk.
- Narrow candidate pool
FMCG is a somewhat specialised domain. For mid- and senior roles, candidates must combine functional expertise (e.g. supply chain, category, commercial, operations) with sector knowledge (retail partnerships, consumer behaviour, regulation). Many otherwise capable candidates lack the sector context, making them less immediately deployable.
- Cultural and leadership styles misalignment
Even when candidates have the right functional skills, FMCG cultures tend to be fast-paced, matrixed, brand-centric, with a need to balance short-term commercial pressures and long-term brand equity. Some potential leaders from other sectors struggle to adapt or are perceived as high risk in this environment.
Strategies to bridge the gap
- Invest in internal development & cross-functional rotations
Don’t wait for gaps to emerge. Identify high-potential mid-level talent now and give them developmental assignments e.g. a digital project, cross-geography stretch, consumer insights exposure. This builds the hybrid skillset future senior leaders need.
- Expand your search horizon
Consider adjacent sectors (e.g. retail, consumer tech, health & wellness, CPG) and non-obvious functional backgrounds (e.g. data, analytics, digital transformation leads) as long as they show adaptability and strategic thinking.
- Employer branding for leadership roles
Promote your vision for transformation, innovation and employee growth. Senior candidates want roles where they can shape the future. Demonstrate your ambition, culture of learning, and clarity of purpose.
- Use targeted executive search and specialist recruitment
Mid- to senior roles require deep domain insight. Partner with recruiters who specialise in FMCG leadership, who maintain networks, understand sector nuances and can act as trusted advisors.
- Flexible arrangements & interim leadership
If a full hire is delayed, consider interim executives, fractional leaders, or secondment arrangements. These can buy you breathing room while keeping projects moving and reducing pressure on candidates to deliver without support.
- Compensation & retention aligned with value
For roles with transformational expectations, structure incentives around change, innovation, and long-term metrics, not just short-term commercial KPIs. Retention packages, clear career paths, and ongoing development are crucial.
What mid-level / senior candidates should do
- Build diverse exposure: Seek roles or projects that expose you to digital, analytics, omnichannel, sustainability or operations beyond your core discipline.
- Articulate your strategic vision: Be ready to show how you'd lead change, not just maintain existing.
- Network strategically: Stay connected with FMCG, retail and adjacent sector leaders and forums.
- Propose stretch assignments: Within your current role, volunteer for cross-functional initiatives to build leadership credibility.
- Stay current: Keep abreast of trends - retail tech, direct-to-consumer, supply chain resilience, ESG, data science.
The talent gap in FMCG at the mid-senior level isn’t a hypothetical, it’s a present challenge that can limit growth, agility and leadership continuity. But it’s also addressable. Organisations that act now, by building internal capability, expanding their search, investing in leadership development and partnering with specialist recruiters, can convert this gap into a competitive advantage.
If you’re a hiring leader grappling with a critical unfilled senior role, or a leader wanting to position yourself strongly for the next step in FMCG, reach out. We specialise in mid-level and senior appointments in the FMCG sector, and we’d welcome a conversation about your challenges and ambitions.
Get in touch today to start your next move.
