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Courting the Superstar Candidate

Posted: 03/27/2018  Category: RG White Paper

How does a company recruit successful, well-educated, highly desirable executives? What can you do to make your company and leadership opportunity stand out in a hyper-competitive labor market? How do you stop losing your best candidates to competitors? The answers to these questions are found in the three rules of recruiting: Relationship, Relationship, Relationship!

You can take the sting out of recruiting in today’s hyper-competitive job market by focusing on building a strong relationship with prospective candidates right from the start. The stronger the relationship between you, your company and the candidate you want to bring onboard, the easier it is to recruit, interview, negotiate and successfully close an offer. A strong relationship built from the beginning of the recruiting process will greatly reduce the threat of counter offers and the odds of a rejection, and it will also ensure that those who ultimately join your leadership team will come into their first day full of confidence in their ability to make a significant impact at your organization.

1. Relationship Building Before the Interview

We’ve all heard the saying, “You only get one chance to make a first impression.” By making the best possible first impression, you increase your chances of having a successful face-to-face interview while laying a good foundation for closing the deal at the end of the process. Whether it’s a search for a Chief Operations Officer, a Business Unit President, or a Vice President of Research & Development, put effort into the little details and make a favorable impact on every candidate. One way to build strong relationships with your candidates right from the start is to send the following information to candidates in advance of the interview process:

  • Welcome Letter – Signed by the hiring authority, the president or the most senior level executive who’ll be involved in the interview process, this letter lets the candidate know that you are looking forward to meeting with them to discuss the possibility of them joining your team.
  • Position Description – Polish it up & put it on company letterhead. Put as much emphasis on selling the job and company as on describing the position. Consider writing your position description in second person rather than third (“You will…” instead of “The ideal candidate will…”) as this personalizes the position and helps candidates see themselves in it.
  • Organizational Charts – Show where the position fits within the overall organizational structure, especially those positions directly above and below the candidate is interviewing for.
  • Annual Report – Include any financial documents you make available to the public.
  • Company Information – You can send Corporate Brochures to share information that best describes the company as a whole, Division Brochures to showcase products and markets for the open position, or a custom marketing piece that includes all of this information.
  • Business Cards – The hiring manager’s business card and any other key interview contacts, so the candidate can easily reach out at any point in the hiring process. You may even want to include short bios on the hiring team and/or immediate superiors/subordinates in order to give the candidate a stronger picture of how they would fit into your organization.
  • Directions - To the site where the position is going to be based and where off-site interviews are going to take place; consider printing a color map. Depending on the size of your campus, in addition to driving directions, you may want to include information on where within your complex/building the candidate will need to go. If you do include a campus map, you should also highlight other areas of interest that the candidate will be able to consult in their first days on the job.
  • Community Information – If the position would require the candidate to relocate, you will need to sell the location as well as the opportunity itself. You can get this information from your local Chamber of Commerce and/or a local Realtor.
  • Realtor Contact – Get a business card and brochure of a realtor who understands your company and community and how to sell relocating candidates on the area.
  • His and Hers Packets – Send two of the company, community and realtor information packets so both the candidate and spouse have materials they can review.

2. Relationship Building During the Interview

Once you’ve laid the proper groundwork prior to your face-to-face meeting, your next focus is to keep the momentum going with a great interview. It’s a chance for you to sell the candidate on the company, the position, and the community (if it’s a relocation). But beware – the psychology of interviewing can get very complicated. Keep it simple and remember that your most important task is to continue “courting” the candidate and sell him or her on the opportunity to work for your company.

“Sell” the Company

Candidates often make decisions based on emotions and then defend them with logic. Think back to the last time you interviewed for a position. What information was most important to you? During the meeting, be candid and offer information that will help the candidate feel good about the position. It is also vital to allow the candidate equal time to ask questions that are important to them and to address related issues that may affect their spouse and family.

Take the time to think through the questions you are most likely to be asked during the interview. Be prepared to answer these following 10 most commonly asked questions:

  1. Why is the position open, how long has it been open, and why haven’t you filled it until now?
  2. How would you describe the company’s stability; are you for sale or reorganizing?
  3. What is the hot news on the street about your company, both positive and negative?
  4. How would you describe the corporate culture and/or political landscape here?
  5. Why do you like working here and where do you see yourself in 3 to 5 years?
  6. Describe your background, interests and management style.
  7. What is the greatest challenge you expect the new candidate will face in this job?
  8. What are the growth options in this job? Can you share any past promotional success stories?
  9. How do you feel about the interviewee as a candidate based on their resume and this interview?
  10. Where do we go from here and how quickly do you expect to make a decision/offer?

Be honest and straightforward when responding to any of these questions. If there has been negative press surrounding your company, address it head-on instead of sweeping it under the rug. If you are not feeling as excited about the candidate as you thought you would be, don’t string them along and make them think they are currently your top choice. You should also have a strong timeline in place for the next steps – ideally you want to move quickly or candidates may accept other opportunities while you’re still dragging your feet, but they will be more likely to be patient if they know when to expect to hear from you.

Behavioral Interviewing Techniques

After you’ve done your best to “sell” the company to the candidate, now it’s their turn to “sell” themselves to you. This is beyond the scope of this article, but be sure to check out our article on Techniques for Behavior-Based Interviewing to determine which candidate is the best fit for the job.

3. Relationship Building After the Interview

Making a job change is a complex decision, made even more complicated when it affects a spouse, in- laws, children, grandparents and close friends. After the interview phase is complete, don’t forget to leave a lasting, positive impression on each candidate. The better they feel about the job, the company, the position and you, the easier the decision will be for them. Below is a post-interview relationship building checklist you can use to solidify your relationship with each candidate after the interview.

  1. If relocation is required, invite the spouse to visit the local area during the final interview, or immediately following, in order to get them excited about the move before asking a candidate to accept an offer. Offer two tickets to a sporting event, play or a musical so the trip has a break for fun, too.
  2. Take the candidate and spouse out for dinner with the hiring authority and spouse and another couple from the company.
  3. Are there any employees who grew up in the same area as this candidate, went to the same college, or previously worked for a same past company as this candidate? If so, try to work this employee into the interview process.
  4. Send a follow-up email or overnight express letter immediately after the interview (or after each interview, depending on the complexity of your hiring process). Thank them for their time, then outline how things went and your planned intentions and next steps. Make sure to personalize this, rather than having a stock letter into which you insert their name. (Most of the letter can be pre-drafted, so long as you make sure to include a personal touch.)
  5. If you can’t arrange to pay any interview expenses upfront, then reimburse candidates immediately! Unless, of course, you want to make your company look bad? Then make a candidate pay for his own interview expenses and make him wait for the reimbursement.

If you follow the principles of building the relationship with prospective employees before, during, and after the interview, you will be able to win over your Superstar Candidate!

What does your workplace DNA look like? Let us know in the comments, then share this article with your network of culturally-savvy (or not-so-savvy) executives.

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Presidential Helicopter Change of Command Ceremony

Posted: 03/21/2018  Category: RG Company NewsRG Employee New

Today, our CEO, Patrick B. Ropella, and President, Robbie Ropella, departed on a journey to our nation’s capital for a very special Change of Command Ceremony. Tomorrow, Thursday, March 21, 2018, Patrick's nephew, Colonel Eric Ropella (of the U.S. Marine Corps) will receive a substantial promotion. Eric is taking over command of the Presidential Helicopters, including Marine One (the helicopters President Trump travels in). We are very honored to count Colonel Ropella as a member of the ROPELLA family and would like to express our deepest gratitude for his long and loyal service to our country.

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Hiring Smarter, Faster, Boosting the Odds

Posted: 03/20/2018  Category: Industry New

Is there anyone in the world who doesn’t hate the phrase “Because that’s how we’ve always done it”? In today’s rapidly evolving marketplace, driven by hard data and analytics, “because that’s how we’ve always done it” is no longer a good enough rationale. Corporations the world over have applied this new logic to their fundamental business processes – or most of them, at least.

One of the last processes to receive such an overhaul is also perhaps the most influential process resulting in a high-performing team: Interviews.

The Problem with Traditional Interviews

According to a recent survey by LinkedIn Talent Solutions, nearly 75% of organizations continue to rely on traditional structured interviews as a primary candidate assessment tool. However, according to Richard Nisbett, Professor of Social Psychology at the University of Michigan, “When it comes to choosing a candidate, [traditional] interviews are as much use as flipping a coin.” The fallacy of traditional job interviews goes beyond “This is how we have always done it,” and instead becomes the even more toxic, “This is how everyone has always done it.”

Due to a shifting economy and overall job market, hiring in 2018 bears very little resemblance to hiring in 2008 – or, for that matter, to hiring in 2016. In order to succeed, hiring managers must put aside the way it has always been done in favor of the most effective and efficient methods as supported by metrics.

The Need for Improvement

The need to improve hiring is two-fold. First, approximately half of all new-hires – including executive hires – fail within 18 months. If a luxury car had such poor performance, executives would demand immediate improvement – so why are we accepting the same mediocrity in our hiring practices?

Second, we are currently in a candidate-favorable job market, with far more open positions than unemployed people to fill them. In order to attract and retain top talent, hiring practices need to be streamlined. Hiring managers need to hire faster to ensure they secure high-performing candidates before the competition swoops in. They also need to hire smarter to properly assess whether a candidate is going to be a strong cultural fit for the organization, making it more likely that they will excel as an employee and continue their career path with the company.

Hiring Smarter

If, as we said, traditional interviews are no better than flipping a coin at informing smart hiring decisions, how can we improve them to be more effective? LinkedIn’s “Reinventing the Interview” has several excellent suggestions, including: soft skills assessments, job auditions, casual meetings, virtual reality assessments, and video interviews.

At Ropella, we are especially fond of casual meetings. Before most hiring decisions, we have a meal with each top candidate. Usually it is dinner with Robbie and myself, the candidate and their spouse, and one or two other Ropella employees who would work closely with the candidate and their respective spouses. When we can’t schedule a dinner for one reason or another, then we will take the candidate out to lunch instead – generally Robbie and myself, the candidate, and a handful of current employees who will work closely with the candidate. This allows us to get a feel for how they will fit in with our culture – and it gives candidates a strong impression of what it will feel like for them to interact with us day-in and day-out.

Hiring Faster

I cannot sufficiently emphasize the importance of a speedy hiring process. The longer they remain open, the more money vacant positions cost your company.

More importantly, if you take too long, superstar candidates willaccept offers elsewhere. An inefficient candidate experience sends a bad message about your overall brand – according to Dan Schawbel, research director at Future Workplace “…the impression people get from interacting with your company as a candidate translates directly into their impression of your brand and how they interact with you as a consumer, as well.”

Because they give you a strong impression of candidates’ personalities and skill sets (especially the soft skills that ultimately determine success), unconventional assessments can help you to confidently make a decision more quickly.

Ropella Can Help

At Ropella, we have developed a proprietary SMART Search System, which functions like Six Sigma for Executive Search. When it comes to Hiring Smarter and Hiring Faster, our results speak for themselves.

Do you have personal experience with unconventional interview techniques, either as a hiring manager or candidate? Let us know in the comments, then share this article with your network of interview-savvy (or not-so-savvy) executives.

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Super Qualified Target Industry incentive

Posted: 03/16/2018  Category: RG Company New

Ropella has been awarded a Super Qualified Target Industry incentive by Santa Rosa County Economic Development.  Read the Press Release.

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Workplace DNA: The Proper Profile

Posted: 03/13/2018  Category: RG White Paper

In scientific circles, DNA is short for deoxyribonucleic acid. It is the essential component of life, carrying the genetic information that dictates the organization and function of living cells. It is the blueprint that determines who we are. From physical and personality traits to criminal convictions, DNA is a powerful aspect of our lives.

Every company – whether great, mediocre, or lousy – has its own unique DNA, an overarching culture that dictates the organization and function of the workplace. Culture, when applied properly, can predispose your company to greatness, much as Michael Jordan was genetically predisposed to athleticism or Stephen Hawking was predisposed to genius intelligence. A toxic culture, on the other hand, will make every day an uphill climb, as with any number of inherited diseases.

How can you harness the power of culture to boost your competitive advantage, attract and retain the best talent, and increase productivity and morale? It’s as simple as D.N.A.

DEFINE What the Culture Should Look Like

As of yet, we don’t have the ability to select a person’s DNA profile. The workplace DNA, however, is very much in our control. Your company does have its own unique culture, whether you have defined one or not; it is to your advantage as a leader to guide its expression.

To define your company culture, you first need to define what is important to your organization. Those old standbys, mission and vision, are an important driver of culture. Google has a list of “Ten things we know to be true.” Their beliefs include “It’s best to do one thing really, really well,” “You can make money without doing evil,” and “You can be serious without a suit.” (More on Google later.) For Southwest Airlines – which consistently ranks among Glassdoor’s Best Places to Work – their defined Purpose is to “Connect people to what’s important in their lives through friendly, reliable, low-cost air travel.” Their Vision is “To become the World’s Most Loved, Most Flown, and Most Profitable Airline.”

Next, ask yourself what kind of employee will best drive your mission and vision. This doesn’t mean hard qualifications – advanced degrees and certifications don’t build culture. Rather, your team’s attitudes, traits, dispositions, motivations, interests, and commitments that contribute to success. Southwest has three general values that they admire in their employees, which they call “Living the Southwest Way”: Warrior Spirit, Servant’s Heart, and Fun-LUVing Attitude. From striving for greatness to treating others with respect to not taking yourself too seriously, you can see exactly how Living the Southwest Way is connected to Southwest’s Purpose and Vision.

Former Senior Vice President of People and Leadership Development Dave Ridley describes Southwest’s culture in this way: “The only way to consistently deliver remarkable service on the front line is if your people are being treated in a manner that reflects how you want them to treat the external customer. Southwest considers its employees as internal customers – and their wellbeing is valued equally or even more than the external customer. We want to create an environment where our people enjoy where they work, who they work with, and who they work for… Their positive experience working for Southwest makes it much easier for them to want to give our passengers a positive experience.”

NURTURE Your Ideals within Your Employees

Once you have determined what you want your corporate culture to look like, it’s time to nurture it. Like any other living, breathing thing, culture will often develop a mind of its own – in its infancy it needs a lot of attention simply to survive, but that doesn’t mean you can step away once it’s developed a little self-sufficiency. Even as it begins to stand on its own, however, there are plenty of dangers that still lurk in the shadows.

One related misconception about company culture is that it is necessarily defined from the top down. Ideally, leaders define what they would like the culture to look like, but it is important to note, that leaders do not always have direct control over the ways in which culture is ultimately expressed. Returning to our DNA analogy, Michael Jordan and Stephen Hawking had to work hard to fully express the potential that lay in their genes. Similarly, it will ultimately be up to your employees to realize the full potential of your workplace DNA.

Our genes dictate what we can become, but it is ultimately our choices that determine what we do become. It comes down to the age-old Nature versus Nurture argument: you need both genetics and environment to get the whole picture. In the workplace, you need both the cultural ideals and the right people to carry out that vision if you want to achieve great success.

It is easy to say that you want your employees to Live the Southwest Way; it’s much harder to cultivate the type of talent that displays those characteristics on a daily basis.

The best way to ensure you are hiring talent that is going to be a good cultural fit is to hold behavior-based interviews. That doesn’t mean inane brain teasers designed to test creative thinking, like “You are shrunk to the height of a nickel and your mass is proportionally reduced so as to maintain your original density. You are then thrown into an empty glass blender. The blades will start moving in 60 seconds. What do you do?” (Note: Although Google used to ask questions like these, they have since abandoned the practice because it simply wasn’t effective.) Rather, behavior-based interviews focus on questions that elicit specific examples of past behavior. “In what ways have you demonstrated creativity in your current position?” “Tell me about a time when you had a miscommunication with a team member or client. How did you resolve this communication breakdown?” “What is the most difficult decision you have had to make? How did you arrive at that decision? What was the result of your decision?”

Google is a great example of a company that has really nurtured their cultural ideals. They have inadvertently defined what culture looks like not just at the Googleplex, but at companies all through Silicon Valley. Google has certainly had great success with their model; for six years and counting, they have topped Fortune’s list of Best Places to Work, and they receive millions of job applications every year. So many other tech companies have tried to mimic their success that the idea of an internet startup office filled with foosball tables and nap pods has become a cliche.

We’d like to let you in on a little secret: Google’s cultural success is not about any of those things. It’s not about the free meals prepared by world-class chefs or the afternoon volleyball games. Instead, it’s about a deep respect for their employees; the perks are simply Google’s way of showing that they value the hard work their employees put in, and of supporting a healthy work-life balance even when employees have to put in long hours. They nurture their ideals by seeing them through day-in and day-out.

Not all work environments are going to lend themselves to “fun-LUVing” attitudes and afternoon volleyball games, though, and work culture is not one-size-fits-all. In a pharmaceutical lab, for example, scientists must take their work seriously at all times. Frivolity and process experimentation must necessarily give way to keen attention-to-detail and professionalism. One is not better than the other; the key is simply in finding what works best for you and your organization.

At Pepsi in New Zealand and Australia, the CEO encourages employees to “leave loudly”. His reasoning is that when leadership makes a show of leaving early to pick their kids up for school, for example, it communicates to lower level employees that they are welcome to do the same. “I’d like you to be a hero at work, but I want you to be a hero at home. If you’re only a hero at work, you’re only doing half the job.” Given this philosophy, do you think Pepsi would benefit from offering employees three free gourmet meals a day? Probably not; inherent in the offer is the assumption that employees are (at least occasionally) likely to be in the office for breakfast, lunch, and dinner. Google knows that its employees are going to be putting in long hours – the tech industry is filled with younger employees fresh out of college and ready to build a name for themselves who don’t yet have many family obligations, and, of course, the tech industry never sleeps. The environment at Pepsi is neither better nor worse, it’s just different.

ASSESS Your Progress and ADJUST Accordingly

Another thing that Google does right is assessing and adjusting their efforts. From Project Oxygen, which studied what makes a great leader, to Project Aristotle, which studied team dynamics, Google is always measuring what works best in the workplace – then they follow-through, doubling down on what works and changing what doesn’t.

At its heart, Google is a data company, so perhaps it comes as no surprise that they study the analytics behind every aspect of their culture, from the way people respond to the color painted on the walls (apparently purple got a negative response), to the ideal length of time to stand in a lunch line (three to four minutes allows the optimum opportunity to meet someone new, without wasting time just standing around). When they noticed through their analytics that their free food policy (unlimited snacks in addition to three gourmet meals a day) was causing employees to gain weight, they adjusted their practices to promote more healthy eating – color-coding foods by healthiness and reducing portion sizes. Even those infamous nap pods are backed by data: a short power nap is shown to add significant boosts to creativity and productiveness.

You certainly don’t need to go to those lengths, but you should be continually informally assessing your current culture. And sometimes, when things aren’t going the way you had hoped, you may need to do some adjusting. That could be a staff meeting, team building exercises, or fine-tuning your policies and hiring processes.

Do a DNA Test

Now, I suggest you conduct a “DNA test” on your workplace. What values does the company espouse? Do your current business and hiring practices support these values? Are your employees happy in the current work environment, and are they positively contributing to its continued development? What are your cultural strengths? And in what areas would most benefit from improvement?

What does your workplace DNA look like? Let us know in the comments, then share this article with your network of culturally-savvy (or not-so-savvy) executives.

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Ready, Set, Jump! - An Employer’s Perspective

Posted: 02/27/2018  Category: Industry New

A Candidate's Market

According to the article "Ready, Set, Jump!: How to Profit From the Ultra-Tight Job Market Right Now,” published in the most recent edition of Fortune magazine, “About 6 million jobs are open at U.S. companies, near an all-time high.” Meanwhile, unemployment is near a record low, with Management occupations at 2% and Business and Financial Management at 1.7%. (For perspective: The Fed currently considers 4.6% unemployment as representing “full employment”.) In other words, it’s a candidate’s market. 

As the CEO of the world’s leading Executive Search Firm serving the Chemical, Consumer Products and Technology Industries, I can attest first-hand to the sweeping economic changes and increasingly competitive war for talent. A quick drive through any major metropolitan area will sufficiently demonstrate how vigorously the economy is heating up – even in Pensacola, Florida, with a population of less than 450,000, a short drive to the mall will include a multitude of scenes filled with cranes and construction sites.

What does that mean for employers and C-suite executives? How can you attract and retain the top talent that comprises your biggest competitive advantage?

One of my biggest takeaways from this article was the need to focus on the human aspects of leadership; corporations are learning that soft skills (like the abilities to overcome adversity and to make emotional connections with subordinates) are more important than hard skills (like a college degree or specific niche experience). “In 2018, you’ll hire people you never would have hired in 2008,” in part because “past performance is not the best indicator of future success.” This makes techniques such as behavior-based interviews far more important than the traditional screening of resumes for keywords.

More importantly, hiring teams need to recognize that they must impress candidates just as much – if not more so – than candidates must impress hiring teams. If your hiring processes are not up to par, top talent isn’t going to choose to join your organization. If you begin with a low-ball offer, candidates won’t stick around for negotiations. In the current economic market, your organization needs top talent more than top talent needs your position: make sure you are treating your candidates like the superstars they are!

What are you doing to attract and retain top talent in an economic environment that favors candidates? Let us know in the comments, then share this article with your network of hiring-savvy (or not-so-savvy) executives.

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Ropella IFT17 Drawing Winners

Posted: 07/14/2017  Category: Industry Trade Show

Ropella got into the spirit of Vegas during IFT17 and let visitors to our booth try their luck at winning some very nice swag. Among the prizes were a $250 gift card, travel mugs, and pens so nice that people in our office fight over them. All of our winners were notified this week and are looking forward to receiving their prizes.

Congratulations to our grand prize winner, Amber J. from Parker Products; hearing that she had won $250 made for a great kickoff to Amber’s week. Other prize winners include Hannah K. from Colony Brands, Inc., Michael R. from Alliance Corp., and Landon L. from Kerry Ingredients.

We enjoyed meeting everyone at IFT17! Follow us on LinkedIn and Twitter to find out where we will be next.

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The Ropella Group at IFT17

Posted: 07/06/2017  Category: Industry Trade Show

The Ropella IFT17 Team
(from Left to Right) Scott Schmieder, Director of Client Partnership Development, Patrick Ropella, Chairman and CEO, Jeff Bennett, VP of Client Partnership Development, & Travis Oran, Client Partnership Manager

The Ropella Group went to IFT17 in Las Vegas, this past week. Over the course of the four-day event, they connected with industry leaders, met with key clients, and formed many new partnerships, as well. With 20,000 in attendance, 100 sessions, and 1,200 exhibitors, there was much to do at IFT this year.

The Annual Meeting and Expo brought together the most creative minds in the food science industry and gave us the opportunity to gain exposure to the most innovative products and technologies. Across all industries - especially within food and beverage production - there has been a strong consumer push for all-natural products.This drive was a major theme at the show this year, with an emphasis on natural, "green" ingredients that help CPG manufacturers reduce costs while preserving the delicious flavors that make their products great. Progress was another important theme, with a lot of buzz around research into new ingredient innovations.

Strawberry Shrub Vinegar from IFF: Promotes gut health

There is no question the Food Industry is booming right now, heating up the talent war and requiring a significant change in talent acquisition strategy.  Ropella is trusted by clients from Fortune 500 Multinationals to Brand New Start-Ups.  We partner closely with each client, exploring each unique situation, and customizing our process to help them in identifying, recruiting, and retaining the best possible talent for their organization.  The propietary SMART SEARCH SYSTEM together with our experienced, specialized teams of Consultants and Recruiters, are our recipe for success

For more information, visit us at or call us at (850) 983-4777.

We look forward to helping you Grow your Great Company.

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The Ropella Group at NYSCC Supplier’s Day 2017

Posted: 05/16/2017  Category: Industry Trade ShowsRopella Newsroo

The Ropella Group went to NYSCC Suppliers’ Day in New York City on May 2-3 at the Jacob Javits Center. The 38th annual event had a prominent focus on sustainability. Attendees were able to learn about the latest sustainable ingredients and formulation trends, through product innovations on display, interactive workshops, dedicated content, and global expert speakers. With nearly 9,000 visitors this year, the event was well-attended with a high level of foot traffic to the 435 exhibitors’ booths.

The change in venue provided an accessible, convenient and enhanced trade show and conference experience. "The move to the Javits Center offered a more spacious environment allowing more companies to be under one roof. It was so much easier to get in without the long lines of the previous years. People stayed to enjoy the event longer in this improved venue", said, Ropella’s President, Robbie Ropella. 

Over the course of the two-day event, Patrick Ropella, Chairman and CEO, Robbie Ropella, President of Executive Search, Scott Schmieder, Director of Client Partnership Development, and Samantha Burris, Client Manager, connected with over 300 personal care, cosmetics, and ingredients industry leaders.   

The Ropella Group finds top talent exceptionally fast with our SMART SEARCH System. If you have priority roles to fill and missed us at NYSCC Suppliers’ Day, give us a call at (850) 983-4777, or e-mail us at

Let Ropella know how we can help you Grow your Great Company!

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The Ropella Group at in-cosmetics global 2017

Posted: 04/13/2017  Category: Industry NewsIndustry Trade ShowsRopella Newsroo

This past week, Patrick Ropella, CEO, and Jeff Bennett, VP of Client Partnership Development, traveled to London for in-cosmetics global, the leading event for personal care ingredients. While there, they met industry leaders to discuss The Ropella Group’s executive search services and our SMART Search System.

The conference hosted its largest attendance in five years, and the atmosphere was abuzz with optimism for the future. Frequent topics of conversation included strong plans for growth among both ingredient suppliers and personal care product manufacturers, and positivity regarding an improved regulatory climate in the US.

This outstanding news in the personal care industry signals an upward move in the global economy as a whole. “The economy in London is exploding. From the vantage point of the London eye I counted almost 100 cranes across the skylines – all building new skyscrapers,” said Patrick Ropella.

The Ropella Group attends many of the top industry tradeshows and conferences on a regular basis to network, speak, and stay abreast of industry news and trends. If you missed us at in-cosmetics global, perhaps we’ll meet you at SCC Supplier’s Day, InformEx or IFT in the near future.

Call us at (850) 983-4777 or email us at to find out more.

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