Jamal Khan: The purpose of this interview is to gain a deeper understanding of the process you went through to be appointed to the CIO role at Defence Health. I would also appreciate hearing your impressions of Amrop’s initial engagement.

Alex Mehl: Initially, I was approached with a very macro view of the opportunity by Ganesh Ponnampalam, your Research Associate. The timing was opportune, so I expressed my interest in exploring it further, especially since I regularly receive inquiries from various people. The initial approach was clearly targeted, which I appreciated. It is often challenging to determine the relevance of a role before having a conversation. Within a couple of days, Ganesh organized a time for us to discuss the role and my interest in it and provided me with a bit more detail about the position, still at a high level, to ascertain whether it was something I would find interesting.

Jamal Khan: Reflecting on the overall recruitment process from that point to the end, could you walk me through your experience?

Alex Mehl: Sure. Once Ganesh completed the initial qualification, you and I had a conversation about the role and the behavioral interview. This was a great opportunity not only for you to get to know me better but also for me to gain more insight into the position. Since you are closely connected to the client, you shared a lot about the organizational context, which was very helpful. Often, in the early stages of these processes, you encounter a very sanitized and clinical view of a role, which can be vague. However, you provided me with valuable insights into the organizational dynamics, the real challenges they were facing, the positive aspects of the culture, and the nature of the business. You explained why this role was truly exciting, which confirmed and deepened my interest. Following that, you went through your own shortlisting process, returned to the client, and informed me that they would like to proceed with interviews. I had two interviews: the first was a panel with the acting CIO, the Deputy CEO, and the CEO - Bryan, Tanya and Gerard. What I learned from them was very consistent with the information and discussions we had about the organization and the context for the role. The pre-briefing you provided, both in written and verbal form, was extremely helpful - I felt well-prepared. I understood enough about the enterprise and its challenges, as well as what they were looking for in the role, which allowed me to tailor my narrative to what was relevant and of interest to them.

Jamal Khan: Thank you for that, Alex. Reflecting on the process, is there anything you think we could have done to improve your experience or enhance the overall process?

Alex Mehl: Honestly, no. This has been the best process I've been involved in. The professionalism, communication, and timeliness were all exceptional. I appreciated how you kept me up to date and provided both verbal and written briefings on the organizational context. Often, after our conversations, you followed up with written materials, which allowed me to reflect, prepare, and organize myself. Among all the processes I’ve experienced, this one stands out as the best—it was fantastic.

Jamal Khan: In terms of the factors that influenced your decision to take the role, what was it that was appealing or what were some of the unique challenges that you thought the role presented?

Alex Mehl: I experienced both push and pull influences in my decision. I had been in a related industry for the past four years, where the dynamics were challenging for leadership. It felt good to exit that industry, especially since my previous business was heading into a merger—I’ve been through three mergers in five years, which are extremely challenging contexts. On the pull side, Defence Health is undergoing a massive platform transformation, which represents a significant investment. With the heavy lifting already done, I joined at a great time in the project, following the remediation phase. Now, I have the opportunity to help deliver on that investment, which is really exciting. I see this as an opportunity to leverage the substantial investment for transformational growth.

Jamal Khan: Brilliant, thanks, Alex. And would you recommend Amrop to others seeking similar services?

Alex Mehl: Yes, absolutely!

Jamal Khan: Any advice you would give to other organisations seeking to attract top talent in the tech field?

Alex Mehl: Be transparent and open about where you are in your digital journey. Clearly articulate what you truly need. There are various tech leaders with different skill sets, so it’s important to specify which skills you need to focus on. This will help people understand the role better—for example, whether it’s a highly technical position or a leadership role with enterprise impact, which is something that interests me. Therefore, be very clear about the type of leader you require.

Jamal Khan: Agreed – it can be hard to balance leadership, EQ and technical skill set in these roles.

Alex Mehl: Absolutely, different situations call for different approaches. Some roles, such as project delivery positions, require specific technical skills to manage tasks like mergers effectively. These are project leadership roles, and they typically do not allow for long-term vision setting, strategy development, or focus on team culture—all elements that can create a significant impact. It’s important to be clear about what the actual work will entail and what the enterprise truly needs from the role. This clarity will help you find the right candidate. On paper, many roles may appear quite similar, but without insight from both the search partner and the organization, it’s difficult to know what you’re getting into. This can lead to wasting time for both parties, especially when you reach the final stages of the interview process and realize, "Oh, this isn't the kind of job I want to pursue right now.”

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Find out about Amrop’s expertise, methods and tools, by contacting Jamal Khan, or the Amrop Digital Practice members in your country.