Leadership assessment as a decision discipline
In our work at senior and executive level, leadership assessment is rarely about establishing capability. By the time candidates reach final stages, track record, experience and technical credibility are typically well evidenced. What we are focused on is how that capability will translate into performance within a specific operating environment — and where the risks sit. This distinction is important. Senior leadership roles do not exist in neutral conditions. They are shaped by governance arrangements, regulatory oversight, stakeholder expectations, organisational maturity and, in many cases, public or political scrutiny. These factors materially affect how leadership capability is expressed, tested and experienced. Assessment approaches therefore need to be sensitive to context. Data derived from psychometrics, interviews or exercises can be valuable, but only when interpreted through a clear understanding of the environment in which a leader will operate. Without that lens, assessment risks producing information that is technically sound but operationally limited. In practice, we have found that effective leadership and talent assessment benefits from considering three dimensions together. Leadership capability This includes cognitive ability, experience, technical credibility and leadership repertoire. At senior level, this is often the most visible dimension, but it is only part of the picture. Operating environment Governance structures, regulatory constraints, stakeholder complexity, organisational culture and the degree of scrutiny all shape what effective leadership looks like in practice. The same leader can perform very differently across environments. Decision behaviour This concerns how leaders prioritise, manage risk, respond to challenge and operate under pressure. It is often the least visible dimension, yet one of the most critical in high-stakes roles. When these dimensions are considered in isolation, the resulting view of a leader is partial. Considered together, they allow for a more accurate and defensible assessment of leadership risk and readiness, and provide panels with clearer evidence on which to base decisions. Our Leadership & Talent Assessment practice is led by Chartered Occupational Psychologists with deep experience of senior and executive appointments across public sector and regulated environments. We integrate validated psychometric evidence with structured, psychology-led interviews and bespoke, role-specific assessment design, aligned to the demands of each leadership context. For us, the purpose of leadership assessment at this level is not reassurance. It is to support clear, evidence-based decision-making in roles where the consequences of getting it wrong are significant. That is the standard we believe senior leadership assessment should be held to. Find out more at www.veredus.co.uk.
Navigating senior leadership in a more constrained employment landscape
The Employee Rights Bill is another reminder that senior leadership roles are becoming more constrained – not less. With major provisions due to come into force this year, the Bill signals a shift towards greater protection, increased scrutiny and a narrowing margin for error in senior people decisions – particularly in regulated industries such as Government, Defence, Education and Transport. Not because of the legislation itself – but because of what it signals. Senior leaders are increasingly operating in environments where: Employment risk is higher Decision-making is more visible Flexibility is harder to preserve The consequences of getting senior appointments wrong are amplified In this context, executive recruitment can no longer be treated as a transactional exercise. We’re seeing boards and executive teams rethink how they access senior capability – especially during periods of change or uncertainty. For many, this has led to a more deliberate use of interim leadership: experienced leaders who can step in quickly, operate with authority, and lead through complexity without locking organisations into long-term risk. At Veredus, our role increasingly sits upstream of the appointment itself: Advising on leadership risk and capability gaps Stress-testing roles against the realities of the operating environment Supporting senior appointments – interim and permanent – where judgement, credibility and adaptability matter as much as experience The Employee Rights Bill doesn’t reduce the need for strong leadership. It raises the bar for it. And in constrained, highly regulated environments, confidence in senior appointments is no longer a “nice to have” – it’s a governance issue. Get in touch to discuss your leadership requirements with us.
Here’s what senior leadership looks like this year.
This month, we’ve introduced a refined brand identity for Veredus — one that more clearly reflects the senior leadership work we deliver across executive search, interim management and leadership advisory. It’s a considered evolution, shaped by how leadership expectations are changing and by what our clients and candidates are navigating in practice. Over the past year, we’ve also taken time to reflect on how leadership itself is evolving — and what organisations are increasingly asking of senior leaders. This perspective informs how we talk about our work at Veredus, but more importantly, it reflects what we’re seeing on the ground across complex regulated environments. As organisations plan for 2026, several consistent themes are emerging. 1. Senior roles are expanding in scope Leadership roles are carrying broader responsibility than before. Strategy, delivery, people leadership, governance and stakeholder management are increasingly converging into a single remit. Depth of expertise still matters — but the ability to operate across complexity is becoming just as critical. 2. Interim leadership is being used more deliberately Interim appointments are no longer simply reactive. We’re seeing experienced interim leaders brought in to stabilise teams, lead transformation, manage risk and create momentum during periods of change. Used well, interim leadership is becoming a strategic asset. 3. Judgement is overtaking track record Past success remains important, but it’s no longer sufficient on its own. Organisations are placing greater emphasis on how leaders make decisions under pressure, adapt to uncertainty and lead through ambiguity — particularly in highly regulated or publicly accountable environments. 4. Assessment is becoming more rigorous — and more human There is growing recognition that senior appointments require deeper assessment. Understanding how a leader thinks, influences and responds in complex situations is increasingly valued over automated screening or surface-level indicators. 5. Leadership credibility is under closer scrutiny Senior leaders are operating with less margin for error. Behaviour, values and impact are more visible than ever — internally and externally. Credibility is now built through consistency, trust and the ability to lead responsibly through change. Looking ahead These shifts are shaping appointment decisions now — and they will continue to do so through 2026 and beyond. Through The Leadership Brief, we’ll share perspective drawn from real appointments, interim mandates and advisory work — offering practical insight into how senior leadership is evolving, and what organisations should be thinking about next.
Interim Project Managers x 5 – Rail Delivery Group (RDG)
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge The RDG purpose is to create a simpler, better railway for everyone in Britain. As part of this mission the ‘Rail Reform’ programme required a number of experienced project managers to either be part of, or manage workstreams across: Fares, Ticketing, Stations and Technology. The challenge was to identify interim project managers with the requisite skills in such diverse areas as communications, customer experience and stations. In order to achieve this RDG asked us to provide 5 interim project managers. Our solution: We undertook extensive research across multiple infrastructure, transport, utilities and public sector groups together with engaging with our ‘talent bank’ of existing project managers, to identify available skills and experience for these (initial 6 month) assignments. The search activity generated dozens of potential candidates that we met with to produce a shortlist of 12 for final presentation to the client. All 5 appointments were made and contracts have since been extended. We have also been asked to provide additional resource on an interim basis.
Interim Customer Experience Consultant & Interim Marketing Strategy Consultant – South Western Railway
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge SWR is a joint venture between First Group and MTR Corporation from Hong Kong. Operating over 1,500 services each weekday across the network, South Western Railway (SWR) employs more than 5,000 employees and provides commuter inter-urban, regional and long-distance services to passengers in South West London and southern counties of England and Island Line services on the Isle of Wight. SWR have been a client of Veredus for many years and required the following two roles on an interim basis. Customer Experience – the role was responsible for developing the Customer information strategy and ensuring a consistent approach to customer information across the business. Defining how, when and what is communicated to customers. This interim was required to deliver a step change in customer information Marketing Strategy – the need was for an experienced consultant to accelerate and transform the marketing function, strategy and plan. The challenge was to identify two available interim managers with significant functional expertise, together with skills and experience to manage change and engage with multiple stakeholders. Our solution: In both instances we undertook searches for experienced interims both inside the rail and related sectors. We also searched other sectors where customer experience and consumer marketing is a key part of the organisation’s drive. In addition, we integrated a talent bank of interims that we have worked with in the past, to both source talent and recommend other interims we should speak with. Shortlists were presented for both roles and two appointments were made. One candidate joined with a rail sector background and the other joined from a retail sector career.
Interim head of Procurement & Interim head of Facilities – GTR
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge GTR stands for Govia Thameslink Railway, and includes Southern, Thameslink, Great Northern and Gatwick Express. Govia is a partnership between the Go-Ahead Group and Keolis. With over 7400 staff, we manage 239 stations and deliver 24% of all passenger rail journeys in the UK. The two roles were both at ‘heads or’ level. This is a particularly challenging level at which to hire as experienced interims tend to be working at a more senior level and are typically looking for director or change based assignments, rather than BAU team management. We were also required to find candidates with rail or related sector experience as both the procurement and facilities functions with rail have specific requirements, relating the DFT and also the relationship with Network Rail. Our solution In both instances our first approach was to contact our network and work through previous assignments that we have handled in the sector for similar roles. This generated a number of interesting conversations which we then supplemented by doing a wider search through social media and railway-based communities. The appointments were both made successfully.
Interim Project Managers x 3 – Network Rail – GBRTT
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge GBRTT (Great British Railways Transition team) is working on behalf of the government to create a new organisation that will bring together decisions about track and train, provide accountable leadership, and lead the railway forward. Within the organisation the Fares, Ticketing and Retail team (FTR) is committed to delivering on the Plan for Rail. The challenge is to provide clearer pricing, modern methods of payment and straightforward compensation will help us to restore trust and encourage more people to use rail. In order to achieve this GBRTT asked us to provide 3 interim project managers. Our solution: We undertook extensive research across multiple infrastructure, transport, utilities and public sector groups together with engaging with our ‘talent bank’ of existing project managers, to identify available skills and experience for these (initial 6 month) assignments. The search activity generated dozens of potential candidates that we met with to produce a shortlist of 6 for final presentation to the client. All 3 appointments were made and contracts have since been extended.
Interim Project Managers – Network Rail
The client Network Rail own, operate, maintain and develop the railway infrastructure in England, Scotland and Wales. That’s 20,000 miles of track, 30,000 bridges, tunnels and viaducts and the thousands of signals, level crossings and stations. The brief At Veredus, we work for various divisions with Network Rail including GBRTT and GBRX. We have been asked to search for experienced project managers on a large number of occasions and they remain a key client relationship. The projects range across operational issues, customer experience, training and human resources, procurement and health and safety. The process We reached out to our known, tried and tested candidates across all key functions within the rail and infrastructure sector and were quickly able to identify a shortlist of those who matched the requirements. Once we’d established enthusiasm and engagement, and discussed availability and day rates requirements, we presented the shortlist. One of our challenges is to find candidates who are prepared to work one roles that fall inside of scope for IR35 regulation but, over time, Veredus have built a specific database of interim managers who happy to engage with umbrella companies and work inside IR35.
Interim Head of Communications – Technology business
The client Our client is the AI division of the Uk’s largest infrastructure provider. The brief To direct and lead on the development and execution of communications and stakeholder engagement strategy to promote the success of the division, fostering strategic partnerships with external stakeholders including Train Operating Companies, Freight Operating Companies, government ministers, suppliers, and the public. The process At Veredus, we have an established talent bank of candidates across all key functions within the rail and infrastructure sector and were quickly able to identify a shortlist of candidates who could deliver from a technical perspective as well as fit within the existing teams. Once contacted, we discussed our client’s needs extensively as well as their availability and day rate requirements before presenting the shortlist. The results: The successful candidate joined on a fulltime interim day rate contract that has since been renewed
Ministry of Defence – Defence Equipment & Support – CHIEF DATA OFFICER (BATTLESPACE)
The brief Veredus are the executive search partner for Defence Equipment & Support. We were tasked with identifying an experienced CDO who would be able to drive governance and technological controls across the battlespace. This required sound cyber security experience with big data complexities the likes of which are rare in government and private sector. The technological advances in modern warfare and equipment have led to disparity across data standards and network capability. The MoD required a CDO to manage senior stakeholders across the defence enterprise including front line commands and major industrial primes in order to drive a set of new standards and governance across the battlespace arena. The CDO task was to agree standards, regardless of manufacturer or equipment type, such that the real time data could be combined and manipulated to add strategic value to the military stakeholders. A new task force was being set up to achieve this and the CDO was a new post to lead a large team of circa 85 based across MoD departments. Challenges The stakeholders wanted different attributes, as this was a key leader in the battlespace domain. We held briefings with the various stakeholders in order to agree the final specification for the role. Priorities for our search were based around security, scale, complexity and wide technology experience coupled with an ability to negotiate at very senior levels across Government and industry and drive through change, Strong business acumen was also required in order to achieve the value add that the frontline commands required whilst holding tight budgetary constraints in order to deliver the new standards. Security clearance was required to DV which added a further complexity. The Results In stakeholder discussions we managed to get agreement to widen the search net to include large scale data generators within a highly secure critical environments such as Banking, Network Rail, NHS, HMRC and National Power Distributors. We identified 185 CDO’s who met the essential criteria. Our search included targeted headhunting of the 185 CDO’s as well as an advert in “The Times”. During the selection process we examined the candidate’s influencing skills and leadership styles as well as their broad technological experience. We produced a detailed candidate information pack, not only highlighting the EVP. We received 64 applications with a high degree of diversity. Subsequent selection process achieved a shortlist of 5. These candidates were subject to our MoD assessments which are ILA & Staff Engagement exercises. Following final panel presentations and interview 3 candidates were deemed appointable. The successful candidate was a diverse candidate, non-military and was working for EY. We received excellent client feedback on the campaign, having taken the stakeholders from “Must be Military” to having a non-military candidate appointed.