Spotlight on Diletta D’Onofrio
Diletta D’Onofrio has joined global search boutique, Wilton & Bain as a partner in the firm’s San Francisco office. Diletta joins from Bialla Partners, where she specialised in recruiting CEOs and C-Suite executives across a range of industries and functions, with a focus on the technology sector.
Diletta has more than 15 years’ experience in management consulting. At KPMG Advisory Services in London she specialized in supporting technology clients during the implementation of restructuring plans. After completing her Executive MBA at London Business School, she then spent several years at PricewaterhouseCoopers as the Director of the Silicon Valley Office, responsible for M&A and transformation engagements.
She has worked at E&Y with responsibility for transformation projects and led a global and enterprise-wide transformation program and was also a Director at LinkedIn, with responsibility for all large initiatives around customer success.
We spoke to Diletta about her new role.
Are you going to focus on tech businesses?
For Wilton & Bain clients, the specialism continues to be technology and management consulting as these are our core strengths. On the candidate side, if we find an executive with the right profile to sit on a board, their expertise may lend itself to working in a sector outside tech. The role of a board director does not have to be industry specific, but you do need the governance and board experience. I will also be focusing on management consulting and senior partner hiring.
Tell us more about your executive board offering
Offering the opportunity to senior executives to sit on Boards to develop skills and expertise valuable to their professional growth is not a new concept. What is new, from a Wilton & Bain offering perspective, is an almost exclusive focus on women to support the diversity objectives very actively promoted by organisations such as 2020.
We are also going to be innovative in the way that we leverage leading-edge technology and big data to maximise our ability to match talented women with available, and soon to be available, Boards (both actual positions and “predicted” seats). I believe that this multi-tier approach will help us to make faster placements and therefore more actively contribute to improve diversity KPIs of public, private, and non-profit organizations.
I hear that another area of great interest is RaaS (Research as a Service)
As many roles, especially in Silicon Valley, are relatively new, the depth of knowledge and number of senior, credible female leaders in this space is more limited than in other more traditional markets.
Only companies with a coherent build and buy strategy encompassing identification and on-going relationship management with pre-qualified talent pools, that secure long-term success in acquiring and retaining these business leaders. Many Fortune 500 technology businesses recognize the importance of investing up-front in the recruitment effort to attract, develop and retain the very highest caliber executive women if it is to outperform its competition and actively pursue the organization’s diversity targets.
In our RaaS offering we will help these organizations to identify talent, and engage for future hiring needs when they occur.
Why are you also going to offer organisational design?
As the US search market is moving to a more integrated offering, extending our capability to include Organisational Design allows us to continue building on Wilton & Bain’s offering in the HR consulting space, including organizational design and executive development. Early involvement in the talent pipeline also means that we can help organisations with their long-term talent planning.
One of the key deliverables resulting from these types of engagements are detailed job descriptions for the to-be organizations and Wilton & Bain US will be in the best position to rapidly fill these positions or support the re-deployment of existing resources … back to the executive search business (our core business) as “insider” and not as “external provider”
Whilst we are in progress to engage with a very well established Fortune 50 company, we are specifically targeting well-funded and fast growing technology companies, with more limited consulting budget, yet in need of the same services.
Where did you gain your experience in organisational design?
I was able to obtain and mature my experience in this space working for both large management consulting and Fortune 500 technology companies.
My consulting career started at KPMG Advisory Services’ London office where I specialized in supporting technology clients during the implementation of restructuring plans and large change initiatives by leveraging improved processes, talent acquisition/development, and enabling technology.
When I was at EY, I also led the people side of various change programme exclusively for clients in the high-tech space.
Later, when I was at LinkedIn, I was responsible for designing shared services and centre of excellence organizations with the goal of moving back-office jobs from California to Omaha, Singapore, and Dublin. This included defining roles and responsibilities and aligning incentive schemes with the company business objectives, one of the core goals associated with organizational design engagements.