Ten years is a significant milestone in any career, but in the fast-paced world of Executive Search, it represents far more than time served. It reflects growth, resilience, leadership, and the ability to continuously evolve in a changing global landscape.
Over the past decade, Manuel Preg has played a central role in shaping Pacific International’s development, from joining as an intern to becoming a key leader in the business and helping establish and grow the Düsseldorf office into a high-performing hub. His journey mirrors the evolution of the firm itself, from its early foundations to a mature, consultative, internationally focused organisation built on trusted, long-term partnerships and continuous improvement.
In this conversation with Margaret Jaouadi, Manuel reflects on the influences that shaped him, the lessons learned from both successes and challenges, and the mindset required to build teams, develop people, and create lasting client relationships. From leadership philosophy to personal motivation, and from building a business through uncertainty to defining its future direction, his perspective offers an honest and energizing look at what it takes to grow with purpose over a decade in Executive Search.
What emerges is a story of a genuine passion for building something meaningful with others and for others.
Let’s start with a few quickfire questions.
The person you admire. A person I admire may sound typical, but for me, it’s my parents. The people closest to you often shape you the most, and I have a lot of admiration for both of them.
My mum came from a humble background and raised three kids. In his professional career, my dad led multiple teams and had a busy schedule, yet he was always present. We had great family holidays. They showed me how to balance professional responsibility with being there for your family. They led with clear direction, empathy, and a willingness to listen. That combination has been a big inspiration for me.
Favorite cuisine? It’s hard to beat Italian in my eyes. Of course, you have pizza, but there is also so much fresh, healthy food. We did a short trip through Italy last year and visited vineyards where the owners produced everything locally. You really cannot beat that.
Seaside or mountains? That’s an unfair one. As an Austrian, skiing has been part of me since I was about three years old, so the mountains will always be there. But I also picked up sailing during COVID, and that has become another passion. Ideally, I like places where you can combine both, and there are quite a few. So for me it’s the combination.
If I only had time for one activity this year, at the moment, I would choose sailing, but skiing is easier to fit into a short period. You can go skiing for a day, whereas sailing usually means travelling and taking more time. So right now, it would probably be skiing, but if I had a longer break, sailing would win. It combines adventure, culture, atmosphere, and time with people you enjoy being with. That said, you can say similar things about skiing, so it’s a tough call.
Summer or winter? I studied in Florida for a year, and it was amazing, but having warm weather year-round can get a bit repetitive. I love sunshine, but I also enjoy autumn, winter, and the change in colors. The rhythm of the seasons gives you something to look forward to, and I would miss that if it were the same all year.
The last TV series you binged on? We are still watching The Crown and haven’t finished yet. Having lived in the UK, it’s interesting to revisit some of the history. I thought I knew a lot of it, but there were definitely moments where I wondered if it was dramatized or real.
If you could live anywhere in the world, where would it be? Central Europe works really well for me. Düsseldorf is a great base because you can easily travel to different countries, cultures, and cuisines. Having lived abroad and traveled quite a bit, I always enjoy coming back. There are still many places to explore, but it’s nice to have a home base that gives you access to everything.
Do you ever feel the pull back to Austria? Definitely, when it comes to skiing, skiing indoors is not the same as being in the mountains. But where you want to live also depends on the stage of life you are in. London, for example, is one of the best cities in the world, and every time I go back, there is something new culturally and socially. At other times, you want some peace and a short walk in the park. So it really depends on where you are in your life and career.
What do you look forward to most this year? For me, it is about sustainable growth, both personally and professionally. Personally, that means getting back into a consistent routine with sport and training. Professionally, it is about building strong foundations so that growth is scalable. It is relatively easy to achieve something once, but consistency and discipline are where the real progress happens.
What skill are you most proud of? I would describe my strength as a level-headed approach. I assess situations fairly and calmly, and I build rapport with people from different backgrounds. In our role, we meet so many people, and I always find there is something to connect over.
Margaret Jaouadi
Yes, you are definitely in the right role for that skill. You often have to build rapport almost instantly with people you have never met or spoken to before, and may never meet in person. Yet you still need to create a genuine relationship with them. That ability is essential in Executive Search.
Thanks, Manuel. And now the main event: A decade at Pacific and in executive Search. How would you describe your career journey so far?
Manuel Preg
Exciting, rewarding, and different every day, even after ten years. I genuinely still enjoy it, even with all the challenges that come with the role.
When I started, I knew I wanted an international career. I had just returned from studying in Florida, US, and was looking for something that would allow me to work across borders and cultures. For me, the choice came down to either strategy consulting or HR consulting. Both had their pros and cons, but I felt that in executive Search, I could have a greater impact sooner and use my communication skills more directly.
I joined Pacific as an intern ten years ago and very quickly realized that I enjoyed the work and the environment. I moved into a full-time role and then progressed through multiple roles across the business. That gave me a very broad understanding of how the business operates, from delivery to client development to leadership.
A few years later, shortly after Brexit, we made a joint decision as a business and personally that it would be beneficial to establish a stronger base in Central Europe. That led to the move to Düsseldorf and the setup of the office here. In the early days, it was very much a startup environment. At one point during COVID, it was essentially Sabrina Freude and I building the business from the ground up in Germany. We had to build our own client base, processes, and way of working in the market.
Over the past 10 years, the business itself has evolved significantly. Pacific ten years ago was a very different organisation in terms of maturity, structure, and processes. What has remained constant is the mindset of continuous improvement and the close connection we have internally as a team and externally with our clients. But the way we deliver our services, the strategic approach we take, and how we build central functions have evolved significantly. It is a much more mature and structured business today, and it has been exciting to be part of that evolution and to help shape it along the way.
Margaret Jaouadi
What was it like stepping into a leadership role?
Manuel Preg
It was exciting and came with a steep learning curve, particularly for more experienced individuals early on. Stepping into a leadership role at a relatively young age brought a certain level of pressure, but it also accelerated my development significantly.
What helped me early on was reflecting on what I had seen before. I took the elements I liked from leaders I had worked with and also noted the things I would have done differently. That became the foundation for my own approach. In executive Search, we also have the advantage of speaking with many exceptional leaders across industries. I took inspiration from those conversations and gradually built my own playbook of what good leadership looks like.
At the same time, I always come back to a simple question: how would I like to be led? What do I expect from a leader in terms of communication, support, and direction? I try to apply those principles in my own leadership style.
Margaret Jaouadi
The highs and lows of the past ten years. What have you learned from both your biggest challenge and your greatest success?
Manuel Preg
On the challenge side, one of the key learnings for me has been balancing personal investment in people with the reality that careers evolve. I genuinely enjoy building teams and supporting individuals in their development, so naturally, there is a level of attachment.
Over time, I’ve come to see success not just in retention, but in the growth people achieve during their time with us and the paths they go on to pursue. If I’ve contributed, even in a small way, to someone’s development and future success, I see that as a positive outcome.
It also shaped how we hire. We are very transparent about the pace and expectations of the role. It is rewarding, but it requires resilience, motivation, and a willingness to learn continuously.
On the success side, building the Düsseldorf office with Sabrina and the team stands out. Especially during COVID, when there was so much uncertainty, we had to stay focused, build our client base, and establish ourselves in the German market. One of the key strategic decisions I led was moving away from contingency recruitment and fully committing to retained executive search.
That was not an easy decision at the time. It meant letting go of some existing clients and revenue streams to focus on a model that would deliver higher-quality, more strategic work. Looking back, it was absolutely the right move. It allowed us to build long-term partnerships with clients, deliver more in-depth assessments, and ultimately grow the business more sustainably. It also contributed to shaping Pacific International as a whole.
Margaret Jaouadi
What keeps you motivated?
Manuel Preg
Two things come to mind. The first is lifelong learning. Executive Search is a profession where you never really reach a point where you are done learning. Every project, every client, every candidate brings something new. That keeps it fresh and keeps me engaged.
The second is continuous improvement. As a team, we celebrate our successes, but we also look at what we can do better next time. We have simple traditions, like recognising a team member of the week, to celebrate contributions. But at the same time, we stay grounded and always look for ways to improve. That balance between celebrating and staying hungry is important.
On a personal level, what motivates me most is building something that has a positive impact. Helping clients build stronger leadership teams, supporting colleagues in their development, and seeing the business evolve over time. Being able to look back and be proud of what we have built together is a big driver for me.
Margaret Jaouadi
What, in your view, is the key to a strong company culture?
Manuel Preg
It starts with having a clear direction, a shared understanding of where you want to go. That should not come just from leadership, but from open discussions across the team and from listening both internally and externally.
From there, it is about open communication and accountability at every level. Successes should be celebrated, but challenges and failures should also be discussed openly, without blame, so that you can learn from them. If people stop having honest conversations and only tell each other what they want to hear, that is when culture starts to weaken.
Leaders also need to lead by example. You cannot expect behaviours from your team that you do not demonstrate yourself. And it is not just about setting expectations, but also giving people the tools and support to meet them.
I often use the analogy of a navigation system. As a team, we agree on the destination. My role as a leader is to guide the route, suggest options, and support when obstacles arise. But I do not want to dictate every single step. People need the space to contribute their own ideas and find their own path within that shared direction.
Margaret Jaouadi
What is essential for maintaining client loyalty?
Manuel Preg
Authenticity and honesty. Clients want to know what they can expect from you. That means being clear about what you can deliver and also being honest about what you cannot.
In my experience, saying no to a client when something isn’t a good fit builds more trust than saying yes to everything. It shows that you are focused on quality and on doing what is right for them, not just on winning business.
Open communication is key, even when it is uncomfortable. If a process is not moving fast enough or encountering challenges, it is better to address them directly. That is how real partnerships are built. And when things go well, it is also important to invest time in the relationship, meet in person, and celebrate successes together.
Margaret Jaouadi
What is one dream you want to realise for Pacific?
Manuel Preg
There are many directions we can take, whether that is expanding internationally, building new capabilities, or growing revenue. But for me, the core focus is continuing to mature the business.
That means strengthening our position not just as recruiters, but as trusted advisors. Moving further into a consultative space where we help clients define roles, assess future talent needs, and support long-term leadership development, not just individual hires.
We have already taken steps in that direction, for example, through advisory services, leadership assessment tools, and partnerships. The next step is to embed that identity even more strongly across the business so that we are seen as a true partner in leadership and organisational development.
Margaret Jaouadi
What advice would you give to future leaders?
Manuel Preg
One principle that has stuck with me is to think big, start slow, and act fast. Take the time at the beginning to really understand the situation, listen to people, and gather information. Then make a clear decision and take ownership of it.
Also, choose a path that you genuinely enjoy. Leadership comes with responsibility and challenges, so it needs to be something that motivates you. And remember that leadership is about enabling others. Your role is to help people succeed, develop, and perform at their best. When the team succeeds, you succeed.
Margaret Jaouadi
Are you excited about the future?
Manuel Preg
Very much so, especially this year. This role is unpredictable, and you never quite know how each day will develop. That is both the beauty and the challenge of it, but it is also what keeps it interesting and engaging for me.
Margaret Jaouadi
Is there anything else you want to add?
Manuel Preg
Just that it is important to take time to reflect. We achieve a lot as a team, and in the day-to-day pace, it is easy to move straight on to the next thing. Moments like this to pause and look back at what we have built together are valuable, so thank you for the opportunity.
As a growing business with big ambitions, we are always on the lookout for exceptional people with diverse industry experiences to join our team. To learn more about career opportunities at Pacific International, please visit our Careers page.