A global multi-finance company with significant operations across Indonesia needed to strengthen its strategic leadership at the Director level. The organization was navigating a period of structural growth, with expansion into new financing verticals and pressure to sharpen its competitive positioning across the Indonesian market.
The Strategic Planning Director role was central to this agenda. The incoming executive would be responsible for leading the corporate planning cycle, providing analytical frameworks that informed capital allocation decisions, and acting as a direct strategic advisor to the C-suite. The role required someone who could operate fluently across financial modeling, cross-functional stakeholder management, and long-term scenario planning.
Equally important was sector context. Indonesia's multi-finance industry operates under specific OJK regulatory frameworks and has distinct competitive dynamics compared to conventional banking. The client needed a candidate with direct exposure to this environment, not someone who would require a significant learning curve after joining.
The search was conducted under full confidentiality. Given the seniority of the role and the strategic sensitivity of the planning function, the client required that no aspect of the search become visible to the market.
The ideal candidate for this role was not looking for a new position. Professionals at this level in Indonesia's financial services sector are typically embedded in high-impact roles at major institutions. They are managing planning cycles, preparing board materials, and building their organizations' strategic foundations. They do not post CVs or respond to job board advertisements.
Reaching this talent cohort requires direct, credible outreach from a consultant who understands the sector and can communicate the strategic relevance of the opportunity clearly. Any process that relied on inbound applications would produce a candidate pool that did not reflect the actual market.
AlvaHunt began with a structured mapping of the strategic planning function across Indonesia's multi-finance sector, adjacent financial services institutions, and relevant management consulting practices with deep financial services client bases.
The search team identified senior professionals who held comparable mandates, had demonstrated track records in corporate planning for regulated financial institutions, and had the organizational credibility to influence executive decision-making without formal authority.
Outreach was conducted individually and confidentially. Each conversation was framed around the candidate's career trajectory and the specific opportunity the role represented, not a generic pitch. This approach consistently produces more substantive responses from senior passive candidates.
Over three weeks of active search, AlvaHunt developed a qualified longlist and presented a shortlist of three high-fit candidates to the client. Each candidate was profiled against the full brief, covering functional expertise, leadership style, sector knowledge, and alignment with the organization's growth agenda.
The client conducted structured interviews over two rounds. One candidate was selected and proceeded to offer.
The appointed executive brought over a decade of strategic planning experience within Indonesia's regulated financial services sector, including prior experience at a leading multifinance institution and a regional management consulting firm focused on financial services clients.
The placement was completed within 11 weeks from mandate to accepted offer. The transition was managed with full confidentiality. No market disruption occurred during or after the search process.
The client's strategic planning function now operates under leadership with the sector depth, analytical capability, and organizational influence the role demands.
"AlvaHunt understood the specific profile we needed without us having to over-explain the industry context. The candidates they presented were genuinely at the level we were targeting, not adjusted-down substitutes. The process was clean, confidential, and they managed the transition well."
Director of Human Resources, Global Multi-Finance Company, Jakarta
Senior strategic planning appointments in financial services require search partners with sector-specific knowledge, not generalist recruiters working from a broad database. The ability to map the talent landscape, identify passive candidates with the right combination of expertise and professional credibility, and manage a confidential process from end to end determines whether an organization fills the role correctly the first time.
For organizations in Indonesia's financial services sector navigating leadership transitions at the Director level and above, AlvaHunt's approach is built for exactly this type of search.
To learn more about our process and sector expertise, read our overview of executive search in Indonesia and our comparison of executive search vs traditional recruitment.
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