Ingrid Reichmann: Ultimately, it's about being meaningful to others

May 26, 2025

 
On a sunny Saturday morning, Ingrid's large dining table overlooking her city garden was the setting for a candid conversation with Josephine van der Vossen, Maureen Schlejen and Jolanda de Groot. Fresh croissants, tea and juice were laid out on the breakfast table. In this homely setting, Ingrid spoke openly about her life, her work and what drives her. The trust and openness in the conversation characterise the meeting between the women, who appreciate each other not only professionally but also personally.

Ingrid's career began at a young age, in a world where she had to prove herself time and again. Not as a natural part of the established order, but as someone who earned her place by doing, learning and persevering. It was precisely her early years in the commodities trade that laid the foundation for her later conviction: that people only truly come into their own when they are seen for who they are, and not just for what they have to offer on paper.

In search of the human side

That conviction – that people are more than their CVs – took shape early on in her career. After training at Schoevers, she started as a secretary, but through her network she ended up in the world of commodity trading. There, as the only woman among men, she developed into a successful trader. ‘I learned how the business world works,’ she says. ‘Every day I had to open and close positions. Once, I failed to close my position and got into huge trouble. But that taught me to stay focused on my responsibilities.’ Her career continued in the dealing room at ING, where she once again found herself in a male-dominated environment. ’It was hard work and there was a lot of laughter, but it was mainly transactional. Ultimately, I didn't find that satisfying. I missed the human side.’

That experience would be the prelude to her move into entrepreneurship. Together with her partner Josephine van der Vossen, she started the executive search agency Partners at Work, which, twenty years later, is now a leader in the sector and known for its personal approach and substantive expertise. In February 2021, Nicolette van Helsdingen joined as a partner and co-owner.

‘For me, executive search is not a transaction, it's a people business. If you do it right, you can really make a difference for someone, and for an organisation.’ Ingrid emphasises the importance of listening, intuition and trust in the work she has been doing with drive and dedication since Partners at Work was founded. ‘It's about much more than a CV. You have to understand where someone really fits in and whether they are a good match for the culture of an organisation. And that applies just as much the other way around, of course. A click is not necessarily about whether you like someone; it's about whether you can see yourself standing on stage with that person.’

A broad view of diversity

A recurring theme in her work is diversity. Ingrid has been a strong advocate of diversity for many years and sees clear progress in the financial sector, although there is still a long way to go. ‘Twenty years ago, no one asked any questions about it. Then the first requests came in, often purely to tick a box. Now you see organisations that are really serious about it. But there are also places where I don't take the job if I feel that it's only about appearances.‘

 

Sometimes, years later, I hear that someone has taken a certain step in their career or life after a conversation with me. That moves me.

 

 She also saw diversity being compromised by external factors, such as the coronavirus outbreak. ‘Suddenly, everything was about health and economic impact, and diversity disappeared from all agendas overnight. That's when you need strong leaders who push back.’ Ingrid advocates a broad view of diversity: not only in terms of gender, but also in terms of background, age and experience. ‘And that also applies to ourselves. There are four women in our team. So we also have to take a critical look at our own blind spots.’

This awareness also plays an important role in practice. Ingrid sometimes sees organisations explicitly asking for a female candidate, but then giving her little room to contribute in practice. ‘It's great if you hire a capable employee and invite her to all the meetings, but if she's not really heard, then that's obviously a problem. Of course, it's not just about who you hire, but also whether you involve the organisation in what that means.’ Such experiences underline for her that diversity is not a destination, but a starting point. ’The real step is not in the match on paper, but in what you are willing to change together to make that match work.’

The conversations she has with clients are rarely just about who is suitable for a position right now. At least as important is the question of how someone will fit into an organisation that is constantly changing in the long term. ‘Change has become the only constant. That's why it's important to look not only at experience, but also at learning ability, curiosity and willingness to grow.’

Genuine contact

An MBA programme helped Ingrid put her motivations into words. ‘Leading with purpose’ is how she sums it up. ‘I had never done a university degree, and that bothered me. But in that MBA programme, life experience was valued. I was in a group with young people and learned from their fresh perspective, while they benefited from my practical knowledge.’ It was an experience that confirmed her belief that knowledge and wisdom can take many forms and that diversity of perspectives is enriching, including in leadership. ‘I saw how the world of headhunting worked with candidate lists, which sometimes looked great on paper. But I missed the depth. I wanted to do it my way, based on genuine contact.’ That desire for connection laid the foundation for Partners at Work 20 years ago, where authenticity and connection are central.

 

It's about much more than a CV. You have to understand where someone really comes into their own and whether they fit the culture of an organisation.

 

Digitalisation and the rise of AI have significantly changed the world of executive search. ‘Nowadays, anyone can search for candidates on LinkedIn. But the real value lies in understanding someone's motivations and building trust. Precisely because technology can do so much, the human factor has become more important.’ This technological shift is also reflected in the nature of the assignments. Ingrid cites the example of a pension fund that is no longer looking for a Director of Pensions, but for a ‘Director of Customer Experience’. ‘That says something about the shift. Participants need to be taken along, informed and understood. That requires different profiles and different skills. More communication, more empathy.’ At the same time, she advocates making more room for candidates from outside the sector. ‘Real innovation often comes from outside. But that requires something from regulators, because someone has to be officially “suitable”. There is still some tension there. We try to encourage clients to include outsiders in the process. Because that is often where innovation lies.’

Authenticity inspires

What does good leadership mean today? Ingrid is resolute: ‘Resilience. Agility. The ability to sense the spirit of the times and stay on course within it. And above all: authenticity. As a leader, you have to be allowed to be yourself and be given the space to do so within an organisation. Otherwise, it won't work. It is mainly authentic leaders who dare to make real choices that inspire me.’

What gives her hope are the messages she receives from people she has really made a difference to. ‘Sometimes, years later, I hear that someone has taken a certain step in their career or life after a conversation with me. That moves me. Because that's what it's all about in the end: making a difference to someone else.’ One of those journeys led to a deal being closed in the ball pit at Ikea. ‘I had an appointment there with a candidate whom I advised to step out of her comfort zone. That candidate eventually became CEO of a large financial institution. I am proud of what she has achieved. But I also think it's great that I was able to contribute in a small way.’ Ingrid also sees a different generation emerging. ‘Many young professionals are very reflective; they ask questions about meaning and balance. But they also feel pressure: to perform, to be visible. I try to show them that it's okay to go at your own pace.’ She believes that leaders should pay more attention to the person behind the job. “This is essential, especially in the financial sector, where figures dominate. People want to be seen. Not only for their achievements, but also as individuals.’

 

I don't want to be a patient, I want to be a human being. Working gives me energy. And I can still make a difference, just by being myself.

 

What has shaped her as a leader is not only her education or positions, but above all the lessons she has learned from life itself. ‘I have learned to trust my intuition. And that is often difficult to explain in a rational environment. But it works. I've learned that if something feels wrong, it's often for a reason.'

In the present

Ingrid's attitude to life has been shaped in part by traumatic experiences. She lost her husband and later learned that she herself is seriously ill. Yet she continues to work, in a way that suits her. ‘I don't want to be a patient, I want to be a human being. Working gives me energy. And I can still make a difference, just by being myself.’ Her illness has also brought her more peace. ‘I used to want to control everything. Now I can let things happen more. I don't have to have an opinion about everything anymore. That gives me space.’ She is grateful for the people around her. ‘I am surrounded by people who support me, who give me space and who keep me sharp. That is incredibly valuable.’ At the same time, she is also realistic. ‘I don't know how long I have left. But I do know that I am alive now. And that, as long as I can, I want to continue to contribute – to conversations, to development, to connection.’

She says she is now more conscious than ever of how she lives her life. ‘I take the time to listen to myself, to see beauty; in people, in conversations, in small things. Despite everything, I feel balanced now. And I wish that for everyone.’ And then, with a smile: ‘I am surrounded by the love of my partner and children, who support me 100% and believe in me. And then there are my friends, colleagues and the unexpected helpers who all support me. It is partly thanks to them that I am still here, and that in itself is a small miracle. Recently, my doctor at the VU University Amsterdam said to me: “You never cease to amaze me!”’
 

Ingrid Reichmann Ingrid Reichmann started her career as a Commodity Trader. She then worked in the dealing room and in various management positions within ING's Securities Division. Since 2005, Reichmann has been co-owner of Partners at Work Executive Search. She has a background in Economics (B.ec) and completed an Executive MBA at the VU University Amsterdam in 2023. She is 16PF, HOGAN and TMA certified. Reichmann is also chair of the Youth Fund for Sport & Culture and a member of the advisory board of the Van Gogh Museum.

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