Talent scouting and recruitment

Technology alone will not transform agriculture. It is people with passion who drive change. Today’s leadership teams are different from the teams of the past. They’re far more diverse, digital, and dynamic and often virtual. But while teams face new hurdles, their success still hinges on a core set of fundamentals. At AgKnowledge, we believe in people and empower them. We connect you with exceptional external R&D leaders in our network with the aim to bring diverse and committed talents to your R&D leadership team.

How we work

We work very differently from traditional recruiters. Instead of spending time rewriting job descriptions or building lengthy screening processes, we use an agile and highly personal talent-scouting approach. We search within our network to identify strong candidates, reach out directly, and encourage them to apply. By focusing on targeted talent scouting we aim to create a smaller but better-qualified applicant pool, increasing the likelihood of a successful hire. This approach consistently results in higher-quality, more motivated, and more diverse applicants.

Our values

Fairness and transparency guide our process. This includes documenting objective selection criteria, clearly explaining selection decisions, and providing constructive feedback to unsuccessful candidates who interview. The process is one of open competition and should welcome a diverse range of talented applicants. Throughout the process, we are there as well for each candidate —helping ensure that every applicant has a positive and respectful experience.

Pay it forward A personal story about how I ended up with a large and supportive network

I care deeply about creating leadership environments where everyone feels included—regardless of gender, age, background, orientation, abilities, or where they come from. Because of this, both as a consultant and during my time as a global R&D head in a multinational company, I’ve always set aside dedicated time for mentoring.

I regularly support friends and former colleagues with training ideas, career development, CVs, motivation letters, or simply by exploring new opportunities—whether within their current organisation or beyond.

Since the COVID lockdowns and the wave of career transitions that followed, I’ve been mentoring a couple of people every week. I never charge for this. My only request is that they “pay it forward” by supporting someone else in their own network.

Supporting people in their career development matters deeply to me. It’s a small but meaningful way to help build more diverse leadership teams—and, in turn, more inclusive and effective organisations.

Why do I do it? I genuinely love meeting and connecting with people, and I learn from every conversation. Staying closely connected to talent has also allowed me to build a strong network—an asset that naturally strengthens my consulting and advisory work.