In the past year, the FMCG sector and the Chemical & Process Industries have continued to represent a significant share of Pacific’s global leadership placements, reinforcing their position as two of the most resilient and strategically important markets we serve across Americas, let by Paul Galanti. Demand for senior talent across these sectors has remained strong, particularly as organizations navigate a more complex mix of growth opportunities, cost pressures, and transformation mandates.
The top three functional areas with strong hiring demand were Operations (various RVP, VP and Directors of Operations roles filled), Continuous Improvement (various Regional TPM Leader, Continuous Improvement Director, and Technical Plant Manager roles filled), and Supply Chain (various Confidential Director Supply Chain, Global Supply Chain Manager, Director of Strategic Sourcing, and Senior Procurement Director roles filled).
As we move into 2026, it’s clear that FMCG and Chemicals remain dynamic but increasingly polarized. Companies that invested early in digital capability, sustainability, and leadership depth are pulling ahead, while others are under pressure to catch up quickly. The global chemical industry is expected to continue growing (albeit slowly), supported by demand for advanced manufacturing, energy transition investments, and growth in specialty applications. Growth has been strongest where organizations are actively reshaping portfolios, supply chains, and operating models rather than defending legacy structures.
Key Developments Shaping 2026
Specialty Chemicals and Value-Added FMCG Outperforming
As anticipated, specialty chemicals continue to outperform commodity segments. Advanced materials, sustainable formulations, battery-related inputs, and high-performance coatings are driving growth, particularly as EV adoption, infrastructure investment, and decarbonization initiatives scale globally. Growth is fueled by industrial demand for speciality electronics and agrochemicals, with a continued shift towards sustainable, high-value chemicals, indicating a period of structural transformation, not a contraction of the market as a whole.
In FMCG, value-added and premium categories outperform volume-driven portfolios. Margin discipline, brand differentiation, and innovation speed have become far more important than sheer scale. Organizations with clear portfolio strategies and decisive leadership are maintaining momentum despite macro uncertainty.
Regulatory pressure has intensified further, particularly around environmental compliance, product traceability, and supply chain transparency. While this has increased complexity, best-in-class players are using regulation as a catalyst for innovation and competitive advantage rather than viewing it purely as a constraint.
AI, Automation, and Data Maturity Separate Leaders from Laggards
By 2026, AI-driven automation will no longer be a differentiator – it will be an expectation and a non-negotiable. What’s changed is the focus on data maturity and execution capability. Companies that invested in clean data foundations and strong change leadership are seeing real productivity gains across manufacturing, logistics, and commercial operations.
Across both FMCG and Chemicals, we’re seeing increased investment in predictive maintenance, demand forecasting, and intelligent supply planning. At the same time, organizations that rushed technology adoption without leadership alignment are struggling to realize ROI.
Notably, additive manufacturing remains largely targeted at prototyping and niche applications. The promise remains, but scale continues to fall short of expectations.
Energy Volatility and Supply Chain Strategy Re-Engineered
Energy and logistics volatility remain front and center in 2026. While inflation has stabilized in some regions, energy prices and geopolitical risks continue to influence operational and investment decisions.
Regionalization of supply chains is now firmly embedded in strategy rather than treated as a short-term hedge. Many organizations are balancing cost efficiency with resilience by redesigning supplier networks and manufacturing footprints to reduce exposure to geopolitical shocks.
This has increased demand for leaders with experience in complex supply chain redesign, crisis management, and cross-regional operations.
Leadership and Talent Scarcity Deepens
The leadership talent market has tightened further. Shortages persist across engineering, digital, operations, and sustainability roles, but the most acute gaps are now at the intersection of technical expertise and enterprise leadership.
Organizations continue to struggle to attract leaders who can:
- Scale digital and AI initiatives
- Embed sustainability into core operations
- Lead multi-site, multi-region teams through change
Companies that remain rigid about “industry-only” backgrounds are feeling the impact most. The strongest hiring outcomes we’ve seen in the past year have come from adjacent-sector moves, bringing leaders from automotive, advanced manufacturing, energy, and technology into FMCG and Chemicals.
Additional factors to consider:
- Growing reluctance to relocate for lateral moves
- Many candidates are asking themselves, “Why uproot my life just to do the same job somewhere else?” The traditional promise of long-term career growth is no longer as compelling in an uncertain economic climate. Without immediate advancement or tangible benefits, the willingness to relocate isn’t there, especially when the role isn’t a significant step up from where they are today.
- Growing misalignment between expectations and market reality
- In many cases, hiring managers are seeking “ready-made” candidates – individuals who have already been performing in the role they’re hiring for. At the same time, they’re hoping to offer compensation that aligns with market averages. Here’s the challenge:
- Candidates who meet these high standards are already earning those market-average salaries and often are earning above these ranges as a retention incentive
- These individuals are typically not open to a lateral move unless there’s a meaningful increase in compensation or a compelling reason to consider the opportunity (which, as I stated earlier, career growth is no longer seen as compelling enough without these other factors).
- If relocation is also involved, the bar is even higher, and it is even more unlikely they will relocate if the compensation isn’t significantly above market.
DEI and Culture as Competitive Advantages
Despite economic pressures, organizations that have remained committed to diversity, equity, and inclusion are seeing tangible benefits. Strong DEI performance continues to correlate with stronger leadership pipelines, better engagement scores, and improved innovation outcomes.
From a talent perspective, senior candidates are increasingly selective, prioritizing organizations with credible cultural values and strong leadership accountability.
Outlook for 2026
Looking ahead, FMCG and Chemicals leaders should expect:
- Regulation as a Growth Catalyst: Continued tightening of sustainability, packaging, and reporting requirements, creating opportunities for first movers.
- Execution-Focused Digitization: Less experimentation, more accountability for outcomes and ROI.
- Leadership Competition Intensifying: Particularly for transformation-ready executives.
- Ongoing Trade and Geopolitical Volatility: Making scenario planning and agility non-negotiable.
- Targeted Consolidation: In specialty chemicals and regional FMCG brands, there is increasing demand for M&A-experienced leaders.
Strategic Recommendations
For HR leaders and Hiring Manager:
- Invest in resilience, not just efficiency
- Broaden leadership pipelines beyond traditional industry boundaries
- Stress-test supply chains against geopolitical and regulatory scenarios (Tony Milando talks about this in a fireside chat with David Howells, CEO of Pacific International)
- Accelerate internal leadership development to mitigate external talent scarcity
For Senior Leaders Considering a Move:
- Clearly articulate transformation impact, not just operational scope
- Build digital, including AI, and sustainability fluency
- Remain open to adjacent sectors where your skills can scale faster
- Strengthen your network – many of the most compelling roles remain off-market
2026 is shaping up to be another defining year for FMCG and Chemicals. Organizations and leaders who combine strategic clarity with adaptability will be best positioned to capture opportunity in an increasingly complex environment.
Paul Galanti leads the Americas’ FMCG and Chemical & Process Industry practices at Pacific International Executive Search. For a confidential discussion about senior leadership opportunities in these sectors or talent challenges, please feel free to reach out directly.