Listen to Lisa and Victoria Talk Talent Here:
Unprecedented transformation is shaping the chemical industry’s talent landscape as companies prioritize digitalization and commercial fluency over traditional experience. Victoria Meyer is joined by Lisa Brantley, Head of Client Consulting and Executive Search for the Americas at Mercuri Urval, to discuss how global market shifts, AI, and structural change are redefining what chemical executives need for success in 2025 and beyond.
- Why 2025 was surprisingly strong for executive searches and transformation-focused hiring in chemicals.
- How talent shortages are impacting early-career professionals and senior leaders.
- 2026 hiring outlook: specialty roles, streamlined leadership, and the push for digital and sustainable growth.
- Navigating the US-Europe pay gap and international recruiting challenges.
- How leaders can quantify results, grow networks, and build cross-functional skills.
Killer Quote: “I would challenge a leader who might be part of this discussion to think about, okay, who am I building up in my organization to prepare myself for what we know and what we hope is going to be ahead in the next three to five years?” – Lisa Brantley
Watch Victoria and Lisa’s Conversation on Youtube Here:
Chemical Talent Insights for 2026: Transformation, Succession, and Specialized Hiring
The chemical industry is at a unique inflection point. A prolonged downturn, driven by pressures on both commodities and specialties, is intersecting with waves of change—technology adoption, rapid digital transformation, and increased competition for talent. In a recent episode of The Chemical Show, host Victoria Meyer sat down with Lisa Brantley, Head of Client Consulting and Executive Search for the Americas at Mercuri Urval, to discuss the trends shaping 2025 and beyond. Their conversation spotlighted talent challenges, what’s driving hiring, and how leaders and professionals can prepare for a shifting landscape.
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2025: A Year of Transformation and Opportunity
According to Lisa, 2025 was one of her busiest years in more than two decades in executive search, despite the “quiet” many have noted in the broader market. The driver? Transformation. Even as companies restructure or consolidate, opportunities emerge for leaders who can guide growth, innovation, and especially digital transformation.
Positions in high demand are focused on change—growing business segments, launching new divisions, and modernizing operations through AI and data-driven strategies. Yet, Lisa points out a significant gap: many seasoned professionals are being organized out, creating both an outflow of experience and an influx of executives seeking new opportunities.
She foresees these seasoned leaders finding their way back in—often as interim consultants—to bridge knowledge gaps and deliver on special projects.
Filling the Skills Gap: The Cross-Functional Challenge
One of the biggest hurdles companies face isn’t just finding leaders—it’s building teams with robust cross-functional and commercial expertise. The mid-career segment, those with five to 25 years of experience, often lack experience working across disciplines and integrating commercial thinking into their roles.
Lisa and Victoria agree that the generalist-versus-specialist debate is ongoing. More specialization means technical depth, but fewer opportunities to build business acumen across areas like sales, operations, or supply chain. The solution? Developing cross-functional skills earlier in careers, especially for engineers who may later ascend into executive roles. This not only builds stronger future leaders but also fills a looming succession gap as older leaders retire or transition.
Succession and the Investment Dilemma
Succession planning surfaced as a critical challenge. Many organizations don’t have clear pipelines for the next generation of leaders—leaving teams without clear successors equipped for tomorrow’s challenges. Both large and mid-size companies struggle here. Smaller firms may find it harder to justify talent-development roles; larger ones sometimes rely too heavily on formal processes.
Leaders, Lisa warns, must prioritize succession even when immediate pressures (cost control, performance targets, crisis management) threaten to crowd it out. Those that do will be best positioned for the resurgence expected in the late 2020s.
Global Talent Trends: The North America–Europe Divide
Chemical industry leaders work in a truly global market, but the hiring landscape can be vastly different by region. Lisa points to a 40–50% gap in compensation expectations between Europe and North America. European firms may have narrower candidate requirements and slower processes, while U.S. companies tend to move quickly but confront a crowded and competitive market.
Geography compounds the challenge: U.S. markets (especially the Gulf Coast) are vast, and candidates expect their potential employers to move fast, provide purposeful work, and offer competitive pay. European searches, on the other hand, may involve quicker commutes but slower hiring cycles.
Advice for Leaders and Job Seekers Preparing for 2026
As 2026 approaches, Lisa Brantley expects the focus on transformation and interim leadership to persist. Her advice? Leaders must proactively identify and build their talent pipelines, work cross-functionally, and prepare their organizations for anticipated growth.
For professionals considering a career move:
- Quantify your impact—demonstrate measurable results in resumes and on LinkedIn.
- Don’t just list job duties; highlight how your work drove success.
- Nurture your relationships and network both internally and externally.
- Be ready to articulate how your skills will help companies grow and adapt.
The pace of change in the chemical industry isn’t slowing down. Whether you are leading teams, building out succession plans, or planning your next career move, it’s essential to be intentional. Build diverse expertise, foster strong networks, and keep future growth in sight even as you manage today’s challenges.
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About Lisa Brantley:
Lisa Brantley is a strategic executive search leader with more than 20 years of experience advising organizations on senior leadership hiring, succession planning, and organizational effectiveness. As Head of Executive Search, Americas, at Mercuri Urval, she partners with global chemical, energy, and manufacturing companies to recruit high-impact C-suite and functional leaders. Lisa has executed over 500 searches and is recognized for deep expertise in stakeholder alignment and candidate assessment across a diverse portfolio—from PE-backed ventures to middle-market companies and publicly traded enterprises.
Lisa is respected for a consultative and collaborative approach and the ability to translate complex client needs into impactful, long-term leadership solutions.