“A CEO? That’s probably the most complex and lonely job in any company,” says my good friend Robert as he stirs his espresso. We’re sitting on a sunny terrace in Utrecht. The first warm rays of spring feel like a reward after a long winter, and the waitress brings our coffee with a smile. I’d just asked him what, in his opinion, defines the role of a CEO. His answer comes without hesitation. “You carry the ultimate responsibility, but you never know what tomorrow’s going to throw at you. Everything is constantly shifting.” I nod.

No playbook to fall back on
“Leaders today face more challenges than ever,” I say. “The world’s changing so fast that standing still simply isn’t an option. Agility isn’t a luxury anymore – it’s a must. And every day, new questions pop up without a clear playbook.” Robert leans back a little and gives me that thoughtful look I know so well. “You’re right in the thick of it with your work,” he says. “You help companies find leaders who can keep their cool. But are these challenges at all predictable?”

A sudden storm
I smile. “Somewhat,” I reply. “Some trends you can spot from miles away – others hit like a sudden storm. Economic shifts, geopolitical tensions, tech breakthroughs… all external forces that hit organizations hard. You can’t control them, but you have to deal with them.” I take a sip of my cappuccino. “What we do know is that there are a few recurring themes. Big patterns that keep showing up, no matter what the world looks like.”

Challenges with a capital C
Robert nods slowly. “Okay, so there are red threads. What do you see as the main ones?” I lean in a bit – this is where it gets real. “For starters: uncertainty. Not just a bit of doubt, but real uncertainty. Think about geopolitical unrest, shifting laws and regulations, an economy that can flip without warning. Leaders need to stay the course even when the compass is glitching. That takes guts. And vision.” He nods. “Totally. Especially when people, families, whole teams are counting on your direction.”

Technology: ally and threat
“And then there’s tech,” I add. “It’s evolving faster than ever. AI, automation, digital transformation… huge opportunities, but also a big ask of leaders: to keep up, to dare to experiment, to help their organizations move forward even when the terrain’s unfamiliar.” “You see that everywhere,” Robert says. “Almost every CEO I speak with is navigating that shift.” “Exactly,” I nod. “And it’s not just about the tech itself. It’s about bringing people along. Technology touches how we work, how we collaborate, how we make decisions.”

The human behind the role
“And what about people?” Robert asks, setting his cup down. “The future of work’s changing big time too, right?” I smile. “Oh, definitely. Maybe even faster than we can keep up with. There’s a tight labor market, a booming gig economy, hybrid work setups… and at the same time, people want more than just a paycheck. They want meaning. Flexibility. Trust.”
Robert nods. “And you see that up close.” “Yeah. The workforce is shifting fast. Companies need to adjust their talent strategies. That means: investing in development, building inclusive cultures, and most of all: listening. Because people stay when they feel seen and heard.”

Future-builders
I tell him how at High Touch we support organizations through this transition. Not just by attracting the right people, but by looking together at culture, leadership, and the potential already in place. “It’s not about resumes,” I say. “It’s about finding future-builders. People who want to build and can build.”

Beyond profit: the pressure of sustainability
Robert frowns. “What about sustainability? ESG?” I nod. “Huge topic. Not just because laws demand it, but because customers, employees, and investors expect it. Companies can’t ignore it anymore. The question isn’t if you need to act, but how.” I explain how integrating ESG goals is no longer a ‘nice to have,’ but a vital part of business strategy. And that it takes leadership – real leadership – to set that course. “It takes courage,” I say. “Because sometimes it means giving up short-term profit for long-term impact.”

Digital threats and resilience
We’re quiet for a moment as a group of high school kids cycle past, laughing loudly. Then Robert says: “Cybersecurity. Everyone talks about it, but it feels like a lot of companies are still behind.” “True,” I reply. “Digital threats are real – and more complex than ever. It’s no longer just about firewalls but about building digital resilience. CEOs don’t need to know every technical detail, but they do need to understand it strategically. It’s about trust. And trust… takes years to build, seconds to lose.”
He nods slowly. “Same goes for supply chains, right?”

Lessons from a pandemic
“Absolutely,” I say. “COVID-19 really exposed how fragile our supply chains are. But it also did some good: it pushed resilience to the top of the agenda.” I tell Robert how more CEOs are now looking at diversifying suppliers, working with regional partners, and doing more scenario planning. Not to eliminate risks – you can’t – but to stay flexible when the unexpected hits. “It’s all about preparation,” I say. “About building organizations that bend, but don’t break.”

Rules in flux
We order another espresso and cappuccino. Robert glances around and says: “And all that changing regulation… it never stops.” I nod. “That’s right. Laws and policies are evolving fast – especially in areas like privacy, sustainability, and transparency. For CEOs, it’s a balancing act between staying compliant and moving forward: ticking the boxes but still innovating.” “Sounds like a real tightrope,” he says. “It is,” I say. “And it calls for leaders who don’t just manage compliance but also dare to invest in future-focused business.”

The customer has changed – for good
The waitress brings our drinks. As I take a sip, Robert says: “What strikes me is that customers expect so much more these days. Not just products, but experiences. Connection.” “You nailed it,” I reply. “Customer experience is more important than ever. People want to feel understood, seen for what they need – and they want it their way. Digital, personal, fast, reliable.” “That’s a lot to ask.” “Yeah. And it goes way beyond marketing. It’s about culture. About how an organization thinks, acts, and communicates. From the CEO to customer service.”

A shifting world – geopolitics at the table
I tell Robert that the global context is tightly tied to leadership. “Trade conflicts, political shifts, sanctions, instability… all of that shows up on a CEO’s radar.” “So, leaders need to be diplomats too?” he grins. “Sometimes it feels that way,” I smile. “They need to steer their own course and understand how outside forces shape their playing field. That takes calm in the chaos.”

Leadership is a people thing
The conversation quiets. We watch people walk by – laughing, on the phone, in a rush. Then Robert says: “It’s actually quite a lot, huh? What leaders are dealing with.” I smile. “It is. Leadership isn’t just a title. It’s a craft. A people-craft.” I explain how we at High Touch see every day how much courage, vision, and resilience it takes to move an organization forward. Not just with spreadsheets – but with people. And how important it is to find leaders who don’t just have the right experience, but the right energy – the ability to connect, inspire, and drive change.

A partner who moves with you
“You’ve got a pretty meaningful job, Wilko,” says Robert. “You and your team at High Touch help connect people to something bigger: making impact. In a world full of change.” I’m touched by his words. “Thanks,” I say. “That’s exactly what we try to do. And the best part? We do it together – with partners across the world. Speaking the same language – the language of people who want to build.” I pay for the coffee with a smile.

Want to know more?
Let’s connect. At High Touch, we speak fluent agrifood – which makes talking human to human a whole lot easier.
When shall we meet? Over coffee or a video call?

Wilko Grievink
📱 +31 6 553 622 53
✉️ wilko.grievink@hightouchglobal.com