5 Minutes with Michael Sarsteiner – Driving the Energy Transition: A New Era for Executive Search in Austria (Interview 1)
Doug: Michael, it’s great to speak with you. You’ve recently taken on a new role at Talentor Austria after serving as CEO of Talentor International. What drove this move, and why the specific focus on Transformation, Energy, and Manufacturing?
Michael: It really feels like coming home! Having spent years expanding the Talentor International network to over 40 countries, I wanted to get back closer to the operational side of the business and work directly with clients again. The decision to focus on Transformation, Energy, and Manufacturing was very deliberate. We are seeing a fundamental shift in the market. Companies are no longer just looking for managers; they need leaders who can actively drive digitalisation, sustainability agendas, and complete business transformations.
The energy sector, in particular, is undergoing a massive overhaul. Austria has set ambitious goals, aiming for 100% renewable electricity by 2030 and climate neutrality by 2040. This creates a huge demand for specialised leadership. By creating this dedicated business unit, we are moving away from a generalist approach to offer deep, specialised expertise, which is exactly what our clients need right now.
Doug: Austria recently achieved a major milestone by becoming a net electricity exporter, driven largely by renewables. How is this rapid growth impacting the talent market in the energy sector?
Michael: It’s an incredibly exciting time, but it brings significant challenges. The growth in renewables, particularly hydropower, wind, and solar has been phenomenal. However, the infrastructure needs to catch up. We are seeing massive investments, such as the €9 billion committed to modernising the transmission grid by 2034.
This translates directly into a talent shortage. The demand for project directors, grid specialists, and leaders who understand both the technical and commercial aspects of renewable energy far outstrips the supply. We are essentially looking for people to build the plane while flying it. Because the traditional energy talent pool is stretched thin, we increasingly have to look outside the sector, finding leaders with transferable skills from high-tech industries or complex manufacturing who can adapt to the fast-paced environment of the energy transition.
Doug: You mentioned the importance of finding leaders who can drive transformation. What specific qualities do you look for when recruiting for these critical roles?
Michael: I always come back to a quote from Simon Sinek that I strongly believe in: “It is not the genius at the top giving directions that makes people great. It is great people that make the guy at the top look like a genius.” We are looking for leaders who understand this fundamentally.
In the context of the energy transition, technical expertise is a given, but it’s not enough. We need leaders with high learning agility, resilience, and the ability to navigate ambiguity. They must be able to manage complex stakeholder relationships from government regulators to local communities and inspire their teams through periods of significant change. A transformational leader in this space isn’t just managing a P&L; they are actively shaping the future of the business and, in many ways, the future of the country’s infrastructure.
Doug: One of your goals is to win and grow international clients. How does your experience as CEO of the Talentor network give you an edge in servicing these global accounts?
Michael: It’s an incredibly exciting time, but it brings significant challenges. The growth in renewables, particularly hydropower, wind, and solar has been phenomenal. However, the infrastructure needs to catch up. We are seeing massive investments, such as the €9 billion committed to modernising the transmission grid by 2034.
This translates directly into a talent shortage. The demand for project directors, grid specialists, and leaders who understand both the technical and commercial aspects of renewable energy far outstrips the supply. We are essentially looking for people to build the plane while flying it. Because the traditional energy talent pool is stretched thin, we increasingly have to look outside the sector, finding leaders with transferable skills from high-tech industries or complex manufacturing who can adapt to the fast-paced environment of the energy transition.
Doug: What is the most common mistake you see international energy companies make when trying to recruit leadership in Austria?
Michael: The most common mistake is underestimating the importance of local market nuances and cultural fit. Austria is not just a smaller version of Germany. We have our own distinct business culture, regulatory environment, and ways of building relationships.
International companies sometimes try to parachute in a leader who has been successful in another market, assuming the same approach will work here. But in Austria, consensus-building and long-term relationship management are critical, especially in a highly regulated sector like energy. You need a leader who understands how to navigate the local ecosystem. That’s where our value lies, we don’t just find candidates with the right skills; we find leaders who will culturally integrate and succeed in the Austrian context.
