A Conversation with Mr. Deepraditya Datta, Managing Director, Venator Search Partners
In the dynamic realms of today, Leadership Recruitment is undergoing transformative shifts. As sectors adapt to digital transformation and prioritize diversity and inclusion, the intricacies of executive search are also evolving.
This conversation of ours with Mr. Deepraditya Datta, who is the Managing Director of Venator Search Partners delves into the trends shaping Leadership Recruitment, the challenges of specialized executive searches, the impact of diversity initiatives, and the anticipated future shift that may redefine executive roles in these critical industries. Read the interview to further understand all these complexities, the trends, and the evolving landscape.
CXO Digital Pulse >> In the context of the BFSI and Industrial sectors, what are the current trends in executive search and Leadership Recruitment that are shaping these industries?
Mr. Deepraditya Datta >> The BFSI sector has been leading the charge in digital transformation for the last six to eight years, and this shift has had a huge impact on Leadership Recruitment. Earlier, there wasn’t much focus on this, and traditional methods dominated. Today, leaders are expected to steer the organization through change, even if they’re not directly involved in implementing it. The challenge, though, is that many traditional leaders have an appreciation for digital transformation at best but aren’t necessarily hands-on when it comes to execution.
Another trend we see quite often is that many traditional leaders are in denial about the pace of change. They think there’s still another five years to adapt, but this mindset makes them a bottleneck. If a leader cannot understand, appreciate, or align with the need for transformation, they end up blocking progress for the entire organization.
At the leadership level today, we don’t necessarily look for people who will execute the change themselves; instead, we focus on finding leaders who will drive the change—those who understand its importance and can motivate, enable, and align their teams to make it happen.
Digitization is the way forward, and there’s no second thought about it. Every leader understands that if you can’t adapt, you’ll miss the bus. It’s similar to the shift from petrol and diesel vehicles to EVs—those who embrace the change early are the ones leading the way. For instance, leaders like Ashok Vaswani, who transitioned from Barclays to Kotak, bring global digital expertise. Similarly, Kedar Ravangave’s move from Amazon India to a key BFSI role exemplifies this trend.
CXO Digital Pulse >> What leadership qualities or skills do you prioritize in executive searches for such transformative roles?
Mr. Deepraditya Datta >> Adaptability is key. Some people struggle with change and find it uncomfortable, while others naturally embrace it. This difference is something we pay close attention to.
If you’re open to change, you’ll find your way. As a leader, you don’t need to know or do everything yourself. You might excel in certain areas, but for the rest, it’s about bringing thought leadership and offering encouragement to your team. That’s what we typically look for in leaders, those who can inspire and guide others through transformation.
CXO Digital Pulse >> What are some of the key challenges faced in executive search within highly specialized sectors like BFSI and Industrial & Infrastructure, and how are these being addressed?
Mr. Deepraditya Datta >> As I mentioned, the digital trend has emerged over the last 6–8 years. Traditional bankers often have limited digital exposure or know-how. At best, their understanding is usually limited to an appreciation for digital transformation. Consequently, they often become bottlenecks to change when they are in leadership positions.
On the other hand, individuals who are hands-on with the digital way of running businesses are often younger. They frequently struggle to fit into leadership roles.
The challenge lies in finding the right balance. The solution is to look for leaders from organizations that have successfully undergone digital transformation, regardless of the underlying product or service.
CXO Digital Pulse >> Given the importance of diversity in modern corporate leadership, what impact are diversity and inclusion initiatives having on executive recruitment strategies in these sectors?
Mr. Deepraditya Datta >> There are many people who are very particular about diversity, and while it’s an important topic, I believe that at the leadership level, the best person should get the job. Performance should be a factor and not gender. The moment we say diversity, we are accepting that there is something missing or less with the other gender. That’s no more the reality.
Socio-economic shifts have brought about significant changes. In the past, women primarily stayed at home, but now they are an integral part of the workforce and are equally competent.
That said, sector-wise dynamics do play a role. For instance, in industrial sectors or sales roles, women may be fewer, whereas in areas like HR, corporate social responsibility, or finance, there are more women. Even at the leadership level, many corporates actively show an interest in recruitment women to promote gender diversity. In fact, some organizations go a step further by offering higher compensation for recruitment women executives. Additionally, we’re seeing more women CEOs across industries today.
CXO Digital Pulse >> Looking ahead, what are the anticipated shifts in the BFSI and Industrial sectors that could significantly influence leadership roles and executive search practices?
Mr. Deepraditya Datta >> Compliance, regulation, and risk will dominate leadership priorities. Previously considered retirement roles, these functions are now business-critical due to increasing regulatory demands.
The way we conduct business is undergoing significant changes. For example, we once heavily relied on the “fleet on the street” model for sourcing business. However, with digital sourcing becoming the norm, the roles of these employees—who make up the largest workforce in the country—will need to transform.
Indeed, the digital shift will also reshape recruitment practices. The challenge lies in finding the right blend of digital expertise with an understanding of a highly regulated industry like financial services. Take risk management, for instance. In the past, one would identify a property, approach a bank, and apply for a loan. Today, the process is entirely different—the bank approaches customers with pre-approved loan offers. This shift is driven by analytics, completely transforming how we approach credit risk and other forms of risk.
This transformation extends beyond risk management. The same applies to marketing, which has transitioned from traditional billboards to dynamic social media campaigns. The entire landscape has changed, and with it, the required skill sets for these functions have evolved.
The talent we need today is very different from what was traditionally sought. Recruitment individuals with outdated skills often leads to inefficiencies and delays in adapting to the new business environment.
