Shaping the Future of Nuclear: A Conversation with Jenifer Avellaneda

Executive Search Trends 2026 | The Future of Senior Leadership Hiring

The executive search landscape in 2026 is being reshaped by large-scale investment across critical UK infrastructure, the energy transition, engineering programmes, and regulated industries. Projects such as energy grid reinforcements, utilities modernisations, large transport programmes, and nuclear new builds like Sizewell C and Small Modular Reactors (SMRs) are swiftly moving from planning into execution. At the same time, scrutiny from regulators, the media, and the government has intensified. For boards operating in these environments, senior leadership appointments now carry operational, reputational, and political weight. Executive search is no longer about identifying experienced profiles. It is about identifying leaders who can translate large-scale investment into safe, consistent delivery across high-risk environments. For organisations operating within core critical infrastructure programmes, understanding the shifts in executive search trends is becoming essential to securing the right leadership. Jump to: What are the biggest shifts in executive recruitment? What are senior candidates looking for in 2026? AI in executive search and boardroom strategy Workforce transition is no longer an HR issue Future skills required for C-suite roles Where executive leadership is headed What are the biggest shifts in executive recruitment? Political risk now influences executive decision-making One of the most significant executive search industry trends is not internal to organisations. Senior candidates are increasingly evaluating political stability and funding certainty before stepping into major roles. Infrastructure projects often depend on multi-year government commitment. When policy shifts or investment timelines change, the public face of delivery is the executive team. “There’s a real concern among senior leaders about the political risk attached to major infrastructure roles. You can join a project where investment is promised, then nothing happens for years. That uncertainty now plays heavily into whether executives will step into these positions.” – Asif Salam, Practice Director | Executive Search For boards, this means executive candidate sourcing must confront the reputational exposure attached to major programmes and provide clarity on how political backing and funding decisions will be sustained over time. Delivery discipline is replacing vision as the defining leadership measure In highly regulated sectors, senior leaders are being judged on whether projects are delivered safely and competently. There is growing recognition that insufficient upfront planning, weak engineering definition and compressed timelines create long-term operational risk. Executives brought into complex programmes are inheriting decisions made years earlier. Future executive appointments in nuclear, utilities and energy will be evaluated on governance rigour and execution capability as much as strategic direction. In a recent interview, Asif reflected on the biggest challenge leaders are facing right now: “It’s simply getting projects built. Historically, the work was done properly upfront. Engineering, planning, supply chain readiness. Now projects often start before that foundation is in place, and executives are left managing the fallout.” Cyber resilience has become a core executive responsibility Another clear executive search trend is the elevation of cybersecurity to board level. Legacy critical infrastructure systems were not designed for the scale of digital threat now facing them. These platforms in water treatment, transport, and energy networks were built for operational efficiency, not hostile attack environments. Recent cyber incidents affecting major UK organisations, such as Jaguar Land Rover, where production was disrupted for weeks following an attack on core systems, have underlined how quickly digital breaches become operational and financial crises. The cost of a successful attack on critical infrastructure sites could be far greater. It’s no longer something that can just sit with IT anymore. Executives are now expected to understand business continuity exposure/vulnerabilities and supply chain interdependencies as part of their strategic risk management. What are senior candidates looking for in 2026? The motivations of senior candidates have become more nuanced. Compensation remains relevant. However, the decision to move into a new executive role is increasingly shaped by structural and personal considerations. Certainty of mandate and authority Senior leaders want clarity on what they are empowered to change. In regulated infrastructure environments, governance layers can dilute authority. Executives are more likely to step into roles where the decision-making framework is defined and where accountability aligns with influence. Ambiguity around political backing or board alignment is becoming a deal-breaker. Long-term impact over short-term optics Many executives are assessing roles based on tangible contribution. Infrastructure leaders are aware that their work can affect national resilience, decarbonisation targets, transport safety, and energy security. The opportunity to shape delivery in these areas carries weight. There is also a noticeable openness to joining smaller or specialist organisations where influence is more direct, provided that programme stability exists. Leadership environments that allow delegation The complexity of infrastructure projects makes micromanagement ineffective. Asif highlights the importance of empowering capable teams: “The best leaders are flexible across sectors. They hire strong people and empower them. What can go wrong is the temptation to micromanage. In these environments, you cannot afford single points of failure.” Senior candidates are increasingly evaluating whether they will be able to build capable leadership layers beneath them, rather than firefighting alone. AI in executive search and boardroom strategy AI is often discussed in relation to recruitment efficiency, but in infrastructure it carries broader implications. In executive search, AI tools are being used to analyse leadership trajectories, map sector crossover talent, and identify capability adjacencies across industries. At board level, however, AI is a structural issue. “AI isn’t an IT upgrade. It’s a strategic inflection point. It reshapes talent, risk, customer engagement, and even regulatory relationships. The strongest leaders are treating it as a business model shift.” Asif Salam. For regulated industries, AI introduces governance and ethics as well as workforce adaptation challenges. Leaders must understand how automation affects legacy systems and employee capability. Executives are not expected to be data scientists; they are, however, expected to understand strategic implications and how their actions may also impact stakeholder trust. Workforce transition is no longer an HR issue One of the most pressing challenges in critical infrastructure is demographic. Experienced engineers and operators are retiring. And with ongoing digital transformation across industries, digital and systems expertise is required at scale. The overlap between these capabilities is limited. Boards are therefore prioritising senior candidates who can oversee workforce transformation while maintaining safety and regulatory standards. This has direct implications for executive search trends in 2026. Talent mapping must extend beyond traditional pipelines. Future skills required for C-suite roles Across critical infrastructure programmes, the profile of successful C-suite talent is evolving. Technical credibility remains important. However, executive candidate sourcing is increasingly assessing: Judgement under regulatory scrutiny The ability to manage long investment cycles Clarity of communication with government and public stakeholders Comfort with digital transformation in legacy systems Self-awareness and adaptability Where executive leadership is headed Infrastructure organisations are expanding their executive structures to reflect new risk landscapes. In addition to traditional operational leadership roles, there is a bigger focus on: Chief Risk Officer and resilience roles Digital and information governance leadership Chief AI Officer and data oversight functions Culture and workforce transformation leadership What this means for organisations hiring executive talent Executive search trends in 2026 show that senior leadership appointments in regulated industries now sit at the centre of political exposure, operational delivery, digital risk, and workforce transition. Organisations competing for C-suite talent must demonstrate programme stability and clear governance, alongside a credible long-term vision for delivery. In parallel, executive search partners need deep sector understanding, access to leadership talent beyond traditional pipelines, and the ability to evaluate strategic judgement in complex environments. At this level, the cost of the wrong appointment is increasingly high.