Jing Zhang

Over the past decade, I have led and delivered numerous senior management and C-level placements with total compensation ranging from RMB 2M to 15M+, supporting clients across China, Europe, and the Asia-Pacific region. I typically engage at the most high-risk stages of growth— overseas expansion from 0 to 1 or growth stagnation, post-funding organizational transitions, and moments when strong technology is constrained by weak product or commercial decision-making. At these stages, my focus is not on filling roles, but on identifying leaders who can truly change the company’s trajectory. With extensive experience across US, Europe, and APAC markets, I work closely with cross-cultural organizations, supporting: Placement of overseas CXOs, regional GMs, and key leadership roles for China-based companies Bridging local overseas leaders with China headquarters Building early-stage leadership teams in global markets Beyond executive sourcing, I regularly partner with founders, investors, and senior leaders to align: talent priorities with financing stages, leadership decisions with capital rhythm, and long-term incentives with organizational evolution, thereby reducing costly mis-hires caused by stage and timing mismatch. I also collaborate closely with research institutions, top scientists, and industry experts, with a strong ability to translate academic excellence into commercially effective technical leadership, particularly in AI and advanced technologies. 过去十余年，我主导并交付了大量 中高管与 CXO 级别岗位， 年薪区间覆盖 200 万–1500 万+，服务对象遍及 中国本土、欧美及亚太市场。 我介入的通常是企业 风险最高、最容易用错人的阶段： 海外业务从 0 到 1 或增长失速、 融资后组织承压、 技术能力很强但产品或商业决策失衡。 在这些节点，我关注的不是“填补岗位”， 而是 谁能在这个阶段真正改变组织走向。 在海外业务相关项目中，我主要支持三类工作场景： 中国企业的 海外 CXO / 区域 GM / 核心负责人配置 海外本土人才与中国总部之间的组织与文化衔接 技术型公司在 欧美及亚太市场的早期团队搭建 除猎头交付外，我长期与 创始人、投资人及高管团队 深度协作， 围绕 融资阶段下的人才优先级、用人决策与资本节奏匹配、 以及高管加入时的激励与风险结构 进行讨论， 以避免“人选优秀但阶段错配”的高成本失败。 同时，我与 高校研究机构、顶级科研人才及产业专家 保持长期合作， 尤其擅长将 学术型技术人才转化为可落地的技术负责人或科研带头人， 避免“学术强、业务弱”的典型错配。

In this role, I operated not only as an executive search partner, but as a strategic talent advisor embedded in complex decision-making contexts. My work frequently sat at the intersection of talent judgment, organizational design, and business uncertainty, particularly for companies navigating: rapid scaling without mature leadership systems, technology-driven growth with unclear commercialization paths, or post-funding phases where execution pressure exposed structural gaps. Rather than optimizing for speed alone, I focused on talent decisions that could withstand time, cycles, and organizational change. This included assessing not only a candidate’s track record, but their risk profile, decision-making style, and ability to operate under ambiguity. I was often brought in when clients needed a second opinion on questions such as: Is this role a structural position or a transitional one? Does this leader reduce or amplify organizational risk at this stage? What capabilities must be built internally versus externally hired? Through this approach, I helped founders and leadership teams avoid high-cost misalignment between people, strategy, and timing, especially in fast-moving tech environments.