Cornerstone Blog

On September 10, under a canopy of lights at the Pedro de Osma Museum in Barranco, Lima, Cornerstone Peru marked its 20th anniversary with an evening of celebration, connection and memorable conversations. Clients, candidates, strategic partners, advisory board members and the Cornerstone team came together to recognize two decades of shared history, meaningful relationships and positive impact — while looking ahead to the opportunities that lie ahead.

A Night Twenty Years in the Making

More than an anniversary gala, the evening was an opportunity to bring Cornerstone’s story and purpose to life. Months of ideas, planning and countless details went into an evening designed not only to recount 20 years of history, but to make people feel it — from the illuminated “20” installation at the museum’s entrance to the stories shared on stage.

“When we positively impact one person’s life, the impact never stops there,” shared Diego Cubas, CEO of Cornerstone Peru and President of Cornerstone Latin America, during the celebration. “It reaches their partner, their children, their family, their colleagues and everyone around them.”

Watch the Celebration

From a Bold Vision to a Regional Benchmark

Cornerstone Peru’s story began in 2006, when Manuel Cubas, Diego Cubas’s father, and his team introduced the Cornerstone brand to the Peruvian market. At the time, executive search was still an emerging professional service in the country, and the opportunity to support organizations in building stronger leadership teams was significant.

Twenty years later, that vision has evolved into Cornerstone’s largest operation in Latin America — a team of 300 consultants across five specialized business units: Executive Search, CL Selection, Outplacement & Career Services, Talent Solutions, and HR Tech. Today, the Peru operation serves 18 markets across the Americas, generates approximately US$10 million in annual revenue, accounts for around 30% of the group’s regional revenue, and has delivered sustained double-digit growth for the past eight years.

A significant part of this journey has been closely connected to the evolution of family-owned businesses in Peru. As these organizations have grown and professionalized, Cornerstone has supported their transition toward more structured management models, stronger executive teams and increasingly sophisticated corporate governance practices.

With family-owned businesses representing a substantial share of Peru’s business landscape, leadership succession remains a critical challenge. An estimated 40% of family businesses lack a formal succession plan, while Cornerstone’s Salary Guide 2026 indicates that only three in ten CEO search processes include an identified internal successor actively participating in the evaluation.

Yet the conversation has evolved. Succession planning, leadership development and the professionalization of executive management are increasingly recognized as strategic priorities rather than matters to be addressed only when a leadership transition becomes unavoidable.

At the same time, advances in technology and artificial intelligence are reshaping the executive search industry, creating new opportunities to enhance talent mapping, assessment and decision-making.

The Flywheel Behind Growth: Culture and People

Asked how the firm has managed to grow continuously for 20 years, Diego Cubas draws inspiration from Jim Collins’ flywheel concept, introduced in Good to Great. The principle is straightforward: lasting transformation is rarely the result of one defining decision. Instead, it emerges from consistent actions that reinforce one another, gradually building momentum over time.

For Cornerstone Peru, that momentum has been driven by two essential pillars: a strong organizational culture and exceptional people. The firm’s culture is grounded in a clear vision, a meaningful purpose and six shared corporate values that guide its decisions and relationships. Equally important is a team that embraces challenges, thinks beyond conventional boundaries and continuously seeks new opportunities to create value.

This philosophy was reflected throughout the anniversary celebration. Every detail, from the visual identity and atmosphere to the stories shared on stage, reinforced the same message: Cornerstone’s brand is not defined solely by what it communicates, but by the experiences it creates and the impact it leaves on people.

Latin America: A Region of Opportunity

Cornerstone Peru’s growth has also contributed to the firm’s broader expansion across Latin America. The Peruvian operation has served as a reference point for developing new markets, sharing best practices and strengthening regional capabilities, including expansion initiatives in Paraguay, Puerto Rico and other markets.

As organizations across Latin America continue to professionalize their leadership structures, strengthen corporate governance and navigate increasingly complex business environments, demand for specialized executive search and talent advisory services presents significant opportunities.

Cornerstone Peru’s experience demonstrates how a strong local operation can contribute to regional development by combining market knowledge, specialized expertise and consistent service standards.

As a member of Cornerstone International Group — a global network of executive search and leadership advisory firms with more than 60 offices in over 45 countries across AsiaMEA, Europe, Latin America and North America, and a proud member of the Association of Executive Search and Leadership Consultants (AESC) — Cornerstone Peru combines deep local insight with the reach and rigor of a global organization. Locally owned, globally connected: it is a formula that has proven itself for two decades in Lima, and one that positions the region for its next chapter of growth.

The Best Is Yet to Come

“We celebrate everything we have built, with the conviction that there is still so much to do,” says Sandra Cubas. “These are only our first 20 years.” With a clear vision to become the most prestigious talent management company in the Americas, the team closed the celebration with a message that captures the spirit of the milestone: Cornerstone’s best chapters are still ahead — and this is only the beginning.

FOR IMMEDIATE RELEASE

Jakarta, Indonesia — October 8th, 2026 — Cornerstone International Group today announced the official opening of its Jakarta office—a strategic gateway to expand its retained executive search and leadership advisory practice across Indonesia and the wider Southeast Asian region.

Jakarta is the commercial heart of Southeast Asia’s largest economy and Indonesia’s principal business, financial, and recruitment center—home to the headquarters and regional offices of major Indonesian and multinational corporations.

.kb-image22018_19591c-34 .kb-image-has-overlay:after{opacity:0.3;}

Cornerstone Jakarta office serves clients across Technology & Digital, Financial & Professional Services, Healthcare & Life Sciences, Consumer, Retail & FMCG, Industrial & Manufacturing, Supply Chain & Logistics, Energy, and adjacent industries where leadership recruitment and retention have become critical strategic priorities amid rapid digital transformation and evolving customer expectations. The office delivers Cornerstone’s full suite of leadership solutions, including Executive & Board Search, Career & Executive Transition Coaching, Leadership Advisory, and professional branding support—through a senior-led, research-driven, and globally connected engagement model.

.kb-image22018_98ed49-4d .kb-image-has-overlay:after{opacity:0.3;}

Leading the new office is Nadya Soetedja, Founder of Inspire Recruitment Indonesia and a veteran of more than 20 years across executive recruitment, consulting, talent acquisition, business development, and marketing communications. Her career started as corporate finance executive with Jardine Fleming Nusantara (later became JP Morgan Indonesia), continue as Account Management with Ogilvy Indonesia, Carlson Marketing Group and Leadership roles at PeopleSource Indonesia before founding Inspire Recruitment in 2013.

Simon Wan, Chairman and CEO, said: “Southeast Asia is one of the world’s most compelling growth frontiers,our Jakarta office blends Cornerstone’s worldwide talent resources with deep Indonesian market intelligence. With Nadya Soetedja leading our local operations, we deliver personalized, quality-driven leadership hiring that creates lasting value across the region.”

Dan Heiman, Global President, said: “Jakarta is the economic gateway to Southeast Asia, making it the ideal base to deepen our regional presence and advance our global goal of 100 offices in 2030 worldwide. This new office cements Cornerstone as the go-to partner for building future-ready leadership teams across Indonesia and beyond.”

Nadya Soetedja, Managing Partner of Cornerstone Jakarta, said: “By combining Cornerstone’s global reach with on-the-ground Indonesian insight, we connect exceptional talent with ambitious organizations and deliver high-impact leadership solutions that endure.”

The Jakarta launch reinforces Cornerstone’s commitment to long-term local partnerships and to contributing to the Indonesian business community through collaboration, media engagement, and thought leadership. The office welcomes inquiries from organizations seeking strategic leadership talent across Indonesia and the wider Southeast Asian region.

About Cornerstone International Group

Founded in 1989, Cornerstone is a global talent consulting group with dual headquarters in the U.S. and China. Operating in over 40 countries and 60 cities, Cornerstone offers executive search, leadership development, and Career Transition Services to help organizations navigate complexity and drive sustainable success.

Media inquiries or interview requests:

Helen Qian, Brand Manager — helen-qian@cornerstone-group.com

AI made knowledge abundant. What buyers of search should look for now.

This article draws on a Cornerstone International Group roundtable on earning the right to advise, featuring Antonio Cassano (Cornerstone International Italia), Samuel Dergel (Cornerstone Montreal), Dan Heiman (Global President, Cornerstone International Group), and Göran Jansson (Cornerstone Nordics), moderated by Larry Shoemaker (Vice Chairman, Cornerstone International Group). Client examples are shared with details withheld to protect confidentiality.

We used to hire for what people knew. Now, in the age of ChatGPT, knowledge is the cheapest thing in the room. Who knows our industry? Who knows our market? Who has the deepest network in our function? Those were sensible questions in a world where information was scarce and a good consultant could see parts of the market you could not.

That world is gone. Göran Jansson, Managing Partner of Cornerstone Nordics, points to a shift Cornerstone has watched happen in its own client research. A few years ago, when clients were asked what they valued most in a search partner, the top answer was knowing their business and their industry. Today the top answer is trust.

“AI has made knowledge abundant. Trust is now the scarce resource.”  – Göran Jansson

The reason is simple. Any firm, and increasingly any tool, can produce an impressive industry analysis in seconds. Lists of qualified candidates are not hard to generate. What a tool cannot do is hold a confidential conversation, weigh a candidate against the specific moment your organization is in, or tell you something you do not want to hear because your interests require it.

You can’t prompt trust.

What judgment looks like in practice

In a recent search for a critical commercial role, Jansson’s team hit a wall every hiring committee will recognize. One candidate came out on top of every measure. Strong interviews, strong assessments, strong references. On paper, the decision was made.

But the consultants had spent enough time inside the client’s business to see something the scoring did not capture. Given where the company was in its life cycle, the moment called for humility rather than heroics. They recommended a different candidate, one who had not scored highest, and argued hard for the choice. The client hired that person. Six months later, the CEO told them the recommendation had saved the company from a very expensive mistake.

That is the difference between a vendor and an advisor. A vendor delivers the top of the list. An advisor is willing to put their credibility on the line when the list and the situation disagree.

Candor is the price of admission

Samuel Dergel, Managing Partner of Cornerstone Montreal, traces his strongest client relationships to the same behavior: telling clients the truth about what he sees, even when it is not what they hoped to hear. One of those relationships reached a turning point over lunch, when Dergel prefaced an observation with the words “as an outsider.” The CEO stopped him. “Samuel, you’re not an outsider. You’re an insider.”

That status is not granted quickly. Dan Heiman, Global President of Cornerstone International Group, describes a manufacturing client his firm has served for 25 years, a professionally managed family-owned business. The relationship began with a single HR search. Over time, through consistent work and some candid conversations about the market that were not always comfortable, it grew to include the entire executive suite.

“Every interaction is either a deposit or a withdrawal from your trust account.”  – Dan Heiman

What this means for buyers of search

If knowledge is abundant and trust is scarce, the way you evaluate search firms should change. Polished market overviews and long client logos tell you less than they used to. Evidence of judgment and candor tells you more. Ask a prospective partner about a time they recommended against the obvious candidate, or advised a client not to proceed with a search at all. Ask them, as Dergel suggests, why their clients come back and why some do not. Then listen carefully to the answer.

The firms worth trusting will have real stories, told with the details protected.
The rest will have a pitch.

Cornerstone International Group is a global alliance of retained executive search and leadership consulting firms with 60+ offices in 40+ countries. To talk with a Cornerstone consultant about your next leadership decision, visit cornerstone-group.com.

The warning signs an experienced search partner catches early, and what hiring organizations can do about them.

This article draws on a Cornerstone International Group roundtable on earning the right to advise, featuring Antonio Cassano (Cornerstone International Italia), Samuel Dergel (Cornerstone Montreal), Dan Heiman (Global President, Cornerstone International Group), and Göran Jansson (Cornerstone Nordics), moderated by Larry Shoemaker (Vice Chairman, Cornerstone International Group). Client examples are shared with details withheld to protect confidentiality.

Not every executive search succeeds, and the good firms will tell you so. When senior Cornerstone consultants from four countries compared notes on searches that went sideways, a pattern emerged: failures are rarely about the candidate pool. They are almost always about the setup. That is good news for hiring organizations, because the setup is something you control.

Warning sign one: the stakeholder map is incomplete

Samuel Dergel, Managing Partner of Cornerstone Montreal, describes a finance director search where the role reported to an operations leader with a dotted line to the CFO. Because it was a finance role, finance ran the search. The chosen finalist then met the operations leader late in the process, and the fit was not there. 

The stakeholder who mattered most had barely been involved.

You can ask a client who the stakeholders are, Dergel notes, and you will get an answer. Then, at the end of the process, other stakeholders come out of the woodwork. Dan Heiman, Global President of Cornerstone International Group, has a name for them: not “key stakeholders”, key derailers. 

An experienced partner invests time up front mapping how decisions actually get made in your organization, not just how the org chart says they do.

“Every company has some sort of dysfunction. It can range from mild to wild.” 
– Samuel Dergel

Warning sign two: the process is slower than the market

Antonio Cassano, Managing Partner of Cornerstone International Italia, recalls a search for a senior international profile that his team completed quickly and well. The client’s internal process, however, stretched on, and strong candidates lost interest and moved on. The lesson his firm took away was twofold: insist on access to the chief executive rather than working through a single intermediary, and treat the candidate’s experience with the same care as the client’s. In a market where the best people have options, a slow decision is a decision.

Warning sign three: unspoken doubts

Göran Jansson, Managing Partner of Cornerstone Nordics, shared a search from some years ago in which a candidate looked excellent on every dimension. References, assessments, track record, all strong. But something felt off, a doubt he could not substantiate, so he did not raise it. The client hired the candidate, and serious problems surfaced after the start that no reference had revealed.

Jansson’s practice changed permanently. If there is a concern, he raises it, even without proof, and lets the client weigh it with full information. 

For buyers, the implication runs both ways: choose a partner willing to voice uncomfortable judgments, and create the kind of relationship where they can. A consultant who fears losing the search by speaking up is worth less to you than one who does not.

Warning sign four: the situation changed and the search didn’t

Dergel’s team once completed a CFO search and was preparing the offer when the client mentioned, almost in passing, a plan to go public within six months. The finalist was the right CFO for the company they had been hired to serve, and the wrong one for the company it was about to become. They stopped the offer and restarted the search for a different profile. Walking away with the fee would have been easier. It also would have failed the client.

“Trust isn’t earned in a single moment. It’s built over time, through consistency.” 
– Dan Heiman

What hiring organizations can control

Almost every story is the same: risk in executive hiring concentrates in the parts of the process that happen before and around the search, not in the sourcing itself. 

Align your stakeholders before the search starts and identify who can veto at the end. 

Give your search partner access to the top of the organization, not just to a coordinator. 

Move at the speed of the market. 

Share material information early, even when it is confidential, because your partner cannot protect you from what they do not know. 

And finally, choose a firm that has demonstrably put a client’s interest ahead of its own fee, because at some point in the process, you will need them to!

Cornerstone International Group is a global alliance of retained executive search and leadership consulting firms with 60+ offices in 40+ countries. To talk with a Cornerstone consultant about your next leadership decision, visit cornerstone-group.com.

When we gathered for our 2026 CIG Global Conference in Warsaw, we wanted to get past the buzzwords and find out what our consultants across 40 countries are really doing with AI. The takeaway? We’ve moved well past the experimental phase. While we’re embracing these new tools, we remain steadfast about the one thing that never changes: the necessity of human judgment.

If you ask an executive search consultant for the first word that comes to mind when they hear “AI,” you’ll almost always hear the same answer: “speed.” That starting point says something.  We work in a profession built on high-stakes decisions, relationships, and accuracy – so our instinct is still to reach for a word related to a stopwatch.

But we wanted to look deeper. We surveyed our firm leaders, consultants, and coaches to see where AI sits in their daily work, what’s genuinely helpful, and what still keeps them up at night. We’re sharing these results transparently, because the companies we advise are wrestling with the exact same questions. We believe the firm you trust with your most critical leadership decisions should be open about the tools it uses to get there.

From Curiosity to Capability

The big headline? AI is no longer just a theory at Cornerstone. Over 90% of our respondents are using it in some capacity, and more than half have moved on to actively integrating it into multiple workflows. We’re seeing everything from full integration to limited experimentation. It’s not the story of a firm that flipped a switch overnight – it’s the reality of a diverse, global network figuring out how these tools fit into their independent practices.

Where AI Is Being Used in Executive Search

We saw a clear pattern when we asked where AI is currently moving the needle. Our consultants are leaning on it heavily for the analytical heavy lifting: research, company analysis, drafting position specs, and identifying candidates.

Noticeably, use drops off when things get personal. When it comes to candidate outreach or crafting interview questions, our teams still prefer a human touch. This distinction isn’t accidental. We’re using AI to compress hours of preparation and synthesis, which then clears the way for the high-value, human-to-human work that clients actually pay us for.

Beyond search, AI has become a reliable partner for marketing, content creation, and – crucially for a 40-country network – translation and localization.

Reclaiming the Search Consultant’s Morning

Ask a consultant where they’re saving the most time, and the answer is clear: writing, research, and proposal generation. These were the tasks that used to eat up their mornings before the “real work” could even begin.

We’ve said before that the old recruiting model was about 80% finding candidates and 20% on the rest. Those proportions have flipped. By taking the weight of preparation off their desks, AI is freeing our consultants to spend more of their week on the assessment and cultural fit work that defines our firm.

What Concerns Us with AI Usage

We didn’t just ask about the wins. When we pressed our attendees on their concerns, the results were unambiguous. At the top of the list: confidentiality and data privacy.

What’s just as interesting is what *didn’t* make the cut. Concerns about cost or ROI were non-existent. Our members aren’t worried about whether AI is worth the investment; they’re focused on protecting sensitive client data and ensuring the human relationship remains the center of our work. The blockers to further adoption aren’t the technology itself—they’re the typical challenges of training, change management, and building the right culture.

.kb-row-layout-id21955_360c8c-24 > .kt-row-column-wrap{align-content:start;}:where(.kb-row-layout-id21955_360c8c-24 > .kt-row-column-wrap) > .wp-block-kadence-column{justify-content:start;}.kb-row-layout-id21955_360c8c-24 > .kt-row-column-wrap{column-gap:var(–global-kb-gap-md, 2rem);row-gap:var(–global-kb-gap-md, 2rem);padding-top:var(–global-kb-spacing-sm, 1.5rem);padding-bottom:var(–global-kb-spacing-sm, 1.5rem);grid-template-columns:repeat(2, minmax(0, 1fr));}.kb-row-layout-id21955_360c8c-24 > .kt-row-layout-overlay{opacity:0.30;}@media all and (max-width: 1024px){.kb-row-layout-id21955_360c8c-24 > .kt-row-column-wrap{grid-template-columns:repeat(2, minmax(0, 1fr));}}@media all and (max-width: 767px){.kb-row-layout-id21955_360c8c-24 > .kt-row-column-wrap{grid-template-columns:minmax(0, 1fr);}}

The Bottom Line for AI

Our leaders near-universally believe that AI will strengthen firms that combine technology with sound judgment, and weaken those that try to use it as a substitute.

Particularly the Mid-market and large family-owned businesses are asking us the same questions we’re asking ourselves: Where does AI add value instead of noise? How do we adopt it safely? How do we keep our relationships at the center of the process? The answer is that the problem isn’t the technology. It’s the discipline and leadership you bring to using it.

The consultants who will matter most in the coming years are the ones who can do both: have the curiosity to adopt new tools and the judgment to know where they don’t belong. We’ve been identifying and developing those leaders for 35 years, and that’s the same lens we’re applying to AI.

Tools will keep changing. People are the cornerstone of what we do, and that won’t change. We’ll keep using AI where it earns its keep, keep human judgment where it’s essential, and stay candid about both.

.wp-block-kadence-advancedheading.kt-adv-heading21955_7e3015-97, .wp-block-kadence-advancedheading.kt-adv-heading21955_7e3015-97[data-kb-block=”kb-adv-heading21955_7e3015-97″]{font-size:var(–global-kb-font-size-md, 1.25rem);font-style:normal;}.wp-block-kadence-advancedheading.kt-adv-heading21955_7e3015-97 mark.kt-highlight, .wp-block-kadence-advancedheading.kt-adv-heading21955_7e3015-97[data-kb-block=”kb-adv-heading21955_7e3015-97″] mark.kt-highlight{font-style:normal;color:#f76a0c;-webkit-box-decoration-break:clone;box-decoration-break:clone;padding-top:0px;padding-right:0px;padding-bottom:0px;padding-left:0px;}.wp-block-kadence-advancedheading.kt-adv-heading21955_7e3015-97 img.kb-inline-image, .wp-block-kadence-advancedheading.kt-adv-heading21955_7e3015-97[data-kb-block=”kb-adv-heading21955_7e3015-97″] img.kb-inline-image{width:150px;vertical-align:baseline;}

About this survey

Results were gathered live via Mentimeter at the Cornerstone International Group 2026 Global Conference in Warsaw. Participants were member-firm leaders, consultants, and coaches from across our 40-country network. Question formats varied (single select, multiple select, open text, and 1 to 5 ratings), and the number of responses ranged from roughly 19 to 38 per question. The figures are directional, reflecting the views of the leaders in the room rather than a formal market study.

Cornerstone International Group brought together more than 60 leaders from across its global network in Warsaw, Poland, May 27-30, for its 2026 Global Conference, with sessions on leadership, succession planning, artificial intelligence, and the future of executive search.

WARSAW, POLAND.  Cornerstone International Group (CIG) gathered partners from across its worldwide network in Warsaw for the 2026 Cornerstone Global Conference, held May 27-30 at the historic Hotel Bristol. Convened under the theme “Come and See,” the four-day program brought together leaders from CIG offices across North America, Latin America, Europe, and Asia for sessions on leadership, executive search, talent management, and the forces reshaping the profession.

The annual conference is the firm’s flagship gathering, combining industry-specific practice groups and regional working sessions with keynotes, fireside chats, and cross-border relationship-building that defines the network. This year’s host city was chosen deliberately: a capital destroyed and rebuilt in the last century, and a fitting backdrop for a network whose theme is resilience, trust, and long-term partnership.

Video Overview of the Conference

A Network Gathered in a City of Resilience

.kb-image21945_67320e-1a .kb-image-has-overlay:after{opacity:0.3;}

The conference was hosted by Cornerstone Warsaw’s Iwona Szybka and Joanna Kania, who guided colleagues through the city’s history and culture over four days of programming and shared experiences. Many attendees were visiting Poland for the first time, and the host team paired the working agenda with a Chopin concert, a tour of Warsaw’s Old Town, and a closing gala awards dinner, where members’ outstanding performance was recognized .

Sessions and Themes

Future of search. AESC President and CEO Jim Datri delivered a keynote on the current status and future of executive search. His remarks underscored the enduring importance of trust, partnership, and human interaction in the profession, themes echoed by members throughout the week.

Succession planning. A fireside chat on succession planning brought together Göran Jansson, Dan Heiman, Vijay Karkare, Antonello De Medici, and Fabio Fonseca, who shared perspectives on preparing leaders and organizations for orderly transitions.

Leadership in the AI age. Diego Cubas led an interactive discussion on how member firms are applying artificial intelligence to better serve clients.  Leadership Development in the AI Age was another fireside chat featuring Jyri Ratia, Antonio Cassano, and Sable Lomax, who explored how technology is reshaping how leaders are identified and developed.

Growth. Other meetings focused on sector and market priorities.  Members learned about additional service offers, including interim and fractional management, career transition, and trainee programs. The conference also welcomed new members to the network.

Voices from the Network

.kb-image21945_ca735f-d5.kb-image-is-ratio-size, .kb-image21945_ca735f-d5 .kb-image-is-ratio-size{max-width:100px;width:100%;}.wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_ca735f-d5.kb-image-is-ratio-size, .wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_ca735f-d5 .kb-image-is-ratio-size{align-self:unset;}.kb-image21945_ca735f-d5 figure{max-width:100px;}.kb-image21945_ca735f-d5 .image-is-svg, .kb-image21945_ca735f-d5 .image-is-svg img{width:100%;}.kb-image21945_ca735f-d5 .kb-image-has-overlay:after{opacity:0.3;}

“As we conclude the conference, we return home with fresh perspectives, stronger global relationships, innovative ideas, and a renewed commitment to building an even stronger local organization backed by world-class global expertise.”
– Vijay Karkare, Cornerstone India

.wp-block-kadence-spacer.kt-block-spacer-21945_c64249-10 .kt-block-spacer{height:10px;}.wp-block-kadence-spacer.kt-block-spacer-21945_c64249-10 .kt-divider{border-top-width:1px;height:1px;border-top-color:#eee;width:80%;border-top-style:solid;}

.kb-image21945_5e1bd9-dd.kb-image-is-ratio-size, .kb-image21945_5e1bd9-dd .kb-image-is-ratio-size{max-width:100px;width:100%;}.wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_5e1bd9-dd.kb-image-is-ratio-size, .wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_5e1bd9-dd .kb-image-is-ratio-size{align-self:unset;}.kb-image21945_5e1bd9-dd figure{max-width:100px;}.kb-image21945_5e1bd9-dd .image-is-svg, .kb-image21945_5e1bd9-dd .image-is-svg img{width:100%;}.kb-image21945_5e1bd9-dd .kb-image-has-overlay:after{opacity:0.3;}

“This network is much more than a professional alliance. It is a community where relationships are built on trust, generosity, and a true sense of belonging. We return to our local markets with fresh ideas, renewed energy, and stronger connections than before.”
– Marina Sourmpaiou, Cornerstone Greece

.wp-block-kadence-spacer.kt-block-spacer-21945_fe8610-16 .kt-block-spacer{height:10px;}.wp-block-kadence-spacer.kt-block-spacer-21945_fe8610-16 .kt-divider{border-top-width:1px;height:1px;border-top-color:#eee;width:80%;border-top-style:solid;}

.kb-image21945_032e3f-b9.kb-image-is-ratio-size, .kb-image21945_032e3f-b9 .kb-image-is-ratio-size{max-width:100px;width:100%;}.wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_032e3f-b9.kb-image-is-ratio-size, .wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_032e3f-b9 .kb-image-is-ratio-size{align-self:unset;}.kb-image21945_032e3f-b9 figure{max-width:100px;}.kb-image21945_032e3f-b9 .image-is-svg, .kb-image21945_032e3f-b9 .image-is-svg img{width:100%;}.kb-image21945_032e3f-b9 .kb-image-has-overlay:after{opacity:0.3;}

“The true strength of a global network lies in the quality of its relationships, the trust built over time, and a shared vision to create meaningful impact. The future belongs to organizations able to combine human relationships, leadership, and technology.”
– Gonzalo Door, Partner and Executive Director, Cornerstone Mexico

.wp-block-kadence-spacer.kt-block-spacer-21945_e8f4e6-4d .kt-block-spacer{height:10px;}.wp-block-kadence-spacer.kt-block-spacer-21945_e8f4e6-4d .kt-divider{border-top-width:1px;height:1px;border-top-color:#eee;width:80%;border-top-style:solid;}

.kb-image21945_a9203f-7e.kb-image-is-ratio-size, .kb-image21945_a9203f-7e .kb-image-is-ratio-size{max-width:100px;width:100%;}.wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_a9203f-7e.kb-image-is-ratio-size, .wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_a9203f-7e .kb-image-is-ratio-size{align-self:unset;}.kb-image21945_a9203f-7e figure{max-width:100px;}.kb-image21945_a9203f-7e .image-is-svg, .kb-image21945_a9203f-7e .image-is-svg img{width:100%;}.kb-image21945_a9203f-7e .kb-image-has-overlay:after{opacity:0.3;}

“A Cornerstone Global Conference is always an experience to connect with trusted colleagues around the world, to learn from others, and to discuss strategies, programs, and market dynamics. All of it is ultimately about how we benefit our clients and our relationships.”
– Samuel Dergel, Cornerstone Montreal

.wp-block-kadence-spacer.kt-block-spacer-21945_5734d4-5e .kt-block-spacer{height:10px;}.wp-block-kadence-spacer.kt-block-spacer-21945_5734d4-5e .kt-divider{border-top-width:1px;height:1px;border-top-color:#eee;width:80%;border-top-style:solid;}

.kb-image21945_6ca38e-59.kb-image-is-ratio-size, .kb-image21945_6ca38e-59 .kb-image-is-ratio-size{max-width:100px;width:100%;}.wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_6ca38e-59.kb-image-is-ratio-size, .wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_6ca38e-59 .kb-image-is-ratio-size{align-self:unset;}.kb-image21945_6ca38e-59 figure{max-width:100px;}.kb-image21945_6ca38e-59 .image-is-svg, .kb-image21945_6ca38e-59 .image-is-svg img{width:100%;}.kb-image21945_6ca38e-59 .kb-image-has-overlay:after{opacity:0.3;}

“The real opportunity begins now: transforming conversations, learnings, and relationships into tangible results that help organizations identify, develop, and retain exceptional leadership.”
– Fabio Fonseca, Cornerstone São Paulo

.wp-block-kadence-spacer.kt-block-spacer-21945_e65068-eb .kt-block-spacer{height:10px;}.wp-block-kadence-spacer.kt-block-spacer-21945_e65068-eb .kt-divider{border-top-width:1px;height:1px;border-top-color:#eee;width:80%;border-top-style:solid;}

.kb-image21945_acbfa5-84.kb-image-is-ratio-size, .kb-image21945_acbfa5-84 .kb-image-is-ratio-size{max-width:100px;width:100%;}.wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_acbfa5-84.kb-image-is-ratio-size, .wp-block-kadence-column > .kt-inside-inner-col > .kb-image21945_acbfa5-84 .kb-image-is-ratio-size{align-self:unset;}.kb-image21945_acbfa5-84 figure{max-width:100px;}.kb-image21945_acbfa5-84 .image-is-svg, .kb-image21945_acbfa5-84 .image-is-svg img{width:100%;}.kb-image21945_acbfa5-84 .kb-image-has-overlay:after{opacity:0.3;}

“The importance of trust, partnership, and ‘human interaction’ in the executive search business underscores what we have observed over the last few years, and what the AESC, as the top regulatory body in our sector, has been studying”
– Lydia Goutas, Cornerstone Vienna

Looking Ahead

Members left Warsaw with new ideas, renewed relationships, and a clear sense of the network’s shared direction, better prepared to serve clients around the globe. Cornerstone announced that the 2027 Global Conference, selected by members’ votes, will be held in Hong Kong.

.kb-image21945_987f77-df .kb-image-has-overlay:after{opacity:0.3;}

About Cornerstone International Group

Cornerstone International Group is a global executive search and leadership advisory firm founded in 1989, with offices worldwide. Cornerstone is a member of the Association of Executive Search and Leadership Consultants (AESC) and has been recognized by Forbes Media and Hunt Scanlon as one of the leading brands in executive search for delivering quality and execution. Cornerstone serves clients across industries, including Life Sciences/Health, Industrial, Consumer, Technology, Aerospace/Defense, and Energy/CleanTech.

Visit www.cornerstone-group.com.

Media Contact
Cornerstone International Group
contactus@cornerstone-group.com
www.cornerstone-group.com

Cornerstone International Group served as a Gold Sponsor of the AESC Global Summit on Leadership, held April 27-28 in New York City, with three senior leaders representing the firm among 55 member firms from 16 countries.

NEW YORK, NY. Cornerstone International Group (CIG) was a Gold Sponsor and active participant at the 2026 AESC Global Summit on Leadership, the flagship annual gathering of the Association of Executive Search and Leadership Consultants. The two-day Summit, held April 27-28 in New York City, brought together 55 member firms from 16 countries for sessions on AI, governance, succession, and the evolving role of human judgment in executive leadership.

Cornerstone was represented at the Summit by:

• Simon Wan, Chairman and CEO of Cornerstone International Group, who serves on the AESC Global Board of Directors and as Vice Chair of the AESC APAC Governance Council.
• Dan Heiman, President of Cornerstone International Group, who serves on the AESC Americas Council.
• Laurie O’Donnell, Cornerstone Vancouver, and Chair of Executive Coaching – Global and on the CIG Membership Development – Global Committee

“This year’s Summit reflected a clear shift in the industry,” said Laurie O’Donnell of Cornerstone. “There was a changing energy in the room: more openness to discern fact from values, less self-promotion, less muscular marketing. The geography of the room allowed for small groups, and introductions were natural. And of course, the conversation kept returning to AI, where the message from one of the most perceptive and integrated leaders on stage was simple: the one aspect we are not close to replicating is human judgment. The responsibility is human.”

Key Themes from the Summit

The “human” element in AI-driven leadership. Across multiple sessions, speakers emphasized that technology should support, not replace, human judgment. Clients are increasingly seeking leaders who pair digital fluency with empathy, ethics, and emotional intelligence, and the Summit’s discussions placed those qualities at the center of effective executive selection.

The shortening CEO life cycle. Sessions explored the rising pressure on chief executives and the corresponding responsibility on Boards to think rigorously about who comes next. Speakers cautioned that a lack of attention to the Board itself, including its composition and engagement, can quietly undermine succession planning long before a CEO transition becomes visible.

Women in Leadership Breakfast with Jenny Jing Zhu. The well-attended session led by Jenny Jing Zhu addressed navigating bias and barriers, the distinction between sponsorship and mentorship and what women are actively doing to support other women, maintaining balance and resilience under pressure, and the importance of building and sustaining a strong professional network.

Cornerstone’s Role on the Global Stage

As a long-standing AESC member, Cornerstone International Group continues to take an active role in shaping the standards and direction of the executive search and leadership advisory profession. Simon Wan’s service on the AESC Global Board of Directors and Dan Heiman’s role on the AESC Americas Council reflect Cornerstone’s ongoing commitment to industry governance, ethical practice, and the elevation of leadership advisory globally.

“Being part of AESC, and supporting the Summit as a Gold Sponsor, is consistent with how Cornerstone has approached this profession since 1989,” said Simon Wan, Chairman of Cornerstone International Group. “The standards set by AESC, and the conversations that take place at this Summit, directly shape how we serve our clients and how the industry evolves.”

The Summit also offered Cornerstone partners the opportunity to reconnect with colleagues and clients from across the AESC global network and to spend time in the art and culture of New York City between sessions.

About the AESC Global Summit on Leadership

About Cornerstone International Group

Cornerstone International Group is a global executive search and leadership advisory firm founded in 1989, with offices worldwide. Cornerstone is a member of the Association of Executive Search and Leadership Consultants (AESC) and has been recognized by Forbes Media and Hunt Scanlon among the leading brands in executive search for delivery quality and execution. Cornerstone serves clients across industries including Life Sciences and Health, Industrial, Consumer, Technology, Aerospace and Defence, and Energy and CleanTech. Visit www.cornerstone-group.com.

The AESC Global Summit on Leadership is the flagship annual event of the Association of Executive Search and Leadership Consultants. The 2026 Summit, held April 27-28 in New York City, convened executive search firms, corporate decision-makers, and senior executives for two days of programming on leadership, governance, AI, and the future of the profession.

Media Contact
Cornerstone International Group
contactus@cornerstone-group.com
www.cornerstone-group.com

Johannesburg, South Africa — May 6, 2026 — Cornerstone, the world’s only global talent consulting group with dual headquarters in the U.S. and China, today announced the official opening of its Johannesburg office—a strategic hub to expand its retained executive search and Talent Advisory practice across South Africa and the broader African continent.

This milestone deepens Cornerstone’s footprint in South Africa, reinforcing its commitment to world-class leadership solutions in high-potential markets. Leading the new office is Paul O’Brien, an executive search specialist with over 14 years of experience across South Africa, the UK, Hong Kong, the UAE, and broader Africa. Cornerstone Johannesburg is committed to long-term local partnerships and contributing to the business community through collaboration, media engagement, and thought leadership.

“South Africa is a vital growth frontier where exceptional leadership drives resilience, scalability, and success. Our Johannesburg office marks a key global milestone, blending worldwide talent resources with on-the-ground African market intelligence. With Paul O’Brien leading our local operations, we deliver personalized, quality-driven leadership hiring that creates lasting value across the continent.”said by Simon Wan, Chairman and CEO.

Dan Heiman, Global President, added: “Johannesburg is the economic gateway to Africa, making it the ideal base to expand our regional presence and support our global goal of 100 offices worldwide. This new office cements Cornerstone as a go-to partner for building future-ready leadership teams across Africa.”

Paul O’Brien, Managing Partner of Cornerstone Johannesburg, said: “African businesses need resilient, commercially aligned leaders to thrive in complex, fast-changing markets. Our mission is to connect exceptional talent with ambitious organizations. By combining global reach with local insight, we deliver high-impact talent solutions that create lasting value for clients and candidates alike.”

From US/China to South Africa—Cornerstone International Group is deeply embedded in local business culture, and committed to global excellence: global standards, local relationships.

Artificial Intelligence continues to dominate headlines, but within mid-market organizations, the conversation tends to be far more practical.

Leaders are not asking abstract questions about the future of AI. Instead, they are asking very specific ones:

Where should we start? What value can AI realistically deliver?
And how can we adopt these tools without introducing unnecessary risk?

These questions were at the center of a recent Cornerstone global roundtable discussion among executive search leaders advising mid-market companies across multiple industries and regions. The conversation revealed a clear pattern. While AI adoption is accelerating, progress varies widely depending on governance, culture, and leadership readiness.

Many organizations are moving beyond early experimentation and are beginning to incorporate AI into operational processes. At the same time, mid-market companies must navigate adoption with fewer resources than large enterprises, which makes prioritization especially important.

As one participant noted:

“AI isn’t experimental anymore – it’s operational. Leaders either adopt it or risk being passed by.”

From the discussion, seven key themes emerged.

1. AI Is Becoming Operational

For many organizations, AI tools are already embedded in everyday workflows. What began as curiosity or experimentation is increasingly becoming part of routine operations.

However, AI adoption often occurs incrementally. Rather than enterprise-wide transformation, many mid-market companies introduce AI through targeted operational improvements.

2. AI Adoption Starts with Practical Use Cases

Most organizations begin with applications that produce clear, immediate benefits. These frequently include:

• Administrative efficiency
• Back-office workflows
• HR processes and recruiting support
• Sales and marketing assistance

These practical use cases allow companies to build internal familiarity with AI while demonstrating measurable value.

3. AI Implementation Is “All of the Above”

Few organizations rely on a single approach when implementing AI. Instead, most combine several strategies simultaneously:

• Upskilling existing employees
• Hiring specialized talent where necessary
• Partnering with external vendors or technology providers

This blended approach allows organizations to move forward while balancing speed, expertise, and cost.

4. AI Governance Remains a Major Bottleneck

One of the most consistent themes from the roundtable was the importance of AI governance.

Mid-market companies are increasingly aware of risks related to data security, confidentiality, regulatory compliance, and intellectual property. As a result, organizations often slow adoption until they establish clear policies regarding:

• AI tool selection and vendor evaluation
• Data usage guidelines
• Security and compliance standards
• Responsible AI policies

In many cases, governance, not technology, becomes the primary constraint.

5. Culture Drives AI Adoption

Technology alone does not determine whether AI initiatives succeed. Organizational culture plays an equally important role.

Companies that adopt AI successfully often share several characteristics:

• Leadership support for experimentation
• Internal champions advocating for adoption
• A willingness to test small pilots before scaling
• A culture that encourages learning rather than penalizing failure

Without these cultural elements, even promising AI initiatives can stall.

6. Leadership Profiles Are Evolving

The growing presence of AI is beginning to influence leadership expectations.

Importantly, this does not mean that every executive must become a technologist. Instead, organizations increasingly value leaders who demonstrate:

• Intellectual curiosity
• Adaptability
• Comfort with emerging technologies
• The ability to guide teams through change

In many ways, AI amplifies leadership traits that were already becoming more important in a rapidly changing business environment.

7. Artificial Intelligence ROI Is Still Emerging

While some organizations have already realized measurable productivity gains from AI, many mid-market firms still view adoption as a longer-term investment.

Rather than expecting immediate cost savings, companies often focus on building internal capabilities to position themselves for future competitive advantage.

What This Means for Mid-Market Leaders

The roundtable discussion reinforced an important point: mid-market companies do not need to solve AI adoption all at once.

The most effective organizations typically begin with focused, practical applications that deliver clear benefits. From there, they establish governance frameworks, expand internal capabilities, and gradually integrate AI into broader operations.

Over the next several years, AI fluency will likely become a standard expectation for many leadership roles. The organizations that benefit most will be those led by individuals who combine strategic thinking, curiosity, and the ability to guide teams through change.

At its core, AI adoption is not simply a technology issue. It is a leadership and organizational challenge.

And that is where talent decisions will increasingly matter.

Cornerstone International Group works with organizations worldwide to identify leaders who can guide companies through periods of transformation. As technologies like AI reshape industries, leadership capabilities will continue to play a central role in determining which organizations adapt most successfully.

AI is a topic at the forefront of most conversations today. To better understand why it is so important and the overall impact it will have on mid-sized organizations, Cornerstone recently hosted a roundtable of senior consultants from around the globe, who discussed the impact AI is having on their clients’ organizations and how AI is shaping talent requirements today and into the future. 

Most notably, the conversations highlighted talent as the key factor in AI’s successful implementation and surfaced crucial leadership characteristics.

Please join us over the next few weeks as we share insights and questions from this roundtable. What is clear is that AI will continue to impact organizations in many ways. What is continuing to emerge is how organizations must adapt.