India's CXO hiring surged 9.5% in FY25: Venator Search Partners

With an increasing number of organizations sharpening their focus on enterprise value, risk agility, and governance standards, there has been a 9.5 percent rise in CXO-level appointments in FY25.

Retained executive search firm Venator Search Partners, which helps banks and financial institutions with their head-hunting requirements, said India’s leadership hiring landscape is undergoing a structural and clear shift from legacy-driven roles to performance-led mandates.

Venator said that over 50 percent of hires it facilitated last year were board-level director positions. Additionally, business head hires increased by more than 30 percent this year compared to the previous fiscal year. The post-pandemic years have placed extraordinary pressure on businesses. Boards and promoters are scrutinizing contribution at the leadership level through the twin lenses of accountability and alignment.

• Business head hiring grew by more than 30 percent over the previous fiscal year
• The share of women in CXO roles rose to 20.6 percent, while functional head representation for women increased to 28 percent in FY25
• More than 50 percent of Venator’s hires in the past year have been board-level hires/directors.
• Clear shift from legacy-driven roles to performance-led mandates.

The focus has shifted from occupying roles to delivering measurable performance. Companies are acting decisively to replace underperforming leaders with executives who bring sharper execution ability, data-led thinking, and a demonstrable track record.

Leadership is being carefully shaped, not passively inherited. Chief executives, business heads, and functional leaders are all being assessed against clear, tangible outcomes. When those outcomes are not met, the leadership equation is swiftly rebalanced.

Organizations are increasingly seeking candidates with exposure to governance, compliance, the ability to effectively handle board interactions, strong risk sensitivity, and financial clarity. Boards are now more proactive, requesting regular updates, supporting scenario-based planning, and actively recommending leadership changes when risks are mismanaged. These developments are reshaping the criteria for top positions.

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Governance has evolved from a compliance checkbox to a strategic lever for enterprises. With growing boardroom scrutiny and regulatory demands, the need for strong leadership in risk, audit, compliance, and finance has surged. Executives in these roles are expected to shape more than internal policy. In FY25, the Reserve Bank of India imposed penalties totaling Rs. 54.78 crore on 353 regulated entities for compliance lapses. This serves as a critical reminder: effective governance leadership is not optional.

“The rise in CXO-level appointments signifies a shift in how Indian enterprises perceive leadership. There's a transition from legacy roles to performance-driven mandates. Leadership hiring is focused on shaping leaders who can handle regulatory expectations, navigate uncertainty, and drive enterprise value in a more transparent and accountable business environment,” said Deepraditya Datta, Founder, Venator Search Partners.

Inclusivity is also becoming part of the leadership blueprint. The share of women in CXO roles rose to 20.6 percent, while functional head representation for women increased to 28 percent in FY25, said the retained executive search firm. Boards are also elevating their focus on risk governance. With rising dependency on digital ecosystems, concerns about cybersecurity, data breaches, and IT infrastructure vulnerabilities have intensified.

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Leaders responsible for digital risk and enterprise continuity are becoming mission-critical. Today, large Indian conglomerates and mid-market growth firms alike are prioritizing dynamic assessment models. These firms are building internal structures to evaluate leadership not by seniority, but by outcomes.

“There is a transition away from the impulsive hire-and-fire approach. This is being replaced by structured performance reviews, impact-led frameworks, and strategic realignment cycles. Companies are showing readiness to rethink leadership when business outcomes fall short,” Datta added.