RSR Partners
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Industrial

Susan Gilbert

Role at RSR Partners

Sue is a Managing Director specializing in executive searches for the Chief Financial Officer and Human Capital practices.

Experience and Expertise

A proven, dedicated, and experienced senior human resources executive, Sue collaborates with C-Suite and executive management teams to drive organizational change and implement strategic talent initiatives. She spent more than 25 years at United Technologies Corporation, now Raytheon Technologies, serving in various human resources and executive leadership roles across the aerospace and defense (Pratt & Whitney) and commercial (Otis Elevator) business units, as well as corporate headquarters. Most recently, Sue was the Senior Vice President & Head of Talent at Corbin Advisors, a research and strategic consultancy firm, where she partnered with the Chief Executive Officer to lead talent initiatives and successfully recruit critical leadership roles. Throughout her career, Sue has recruited for a range of functions, including operations, supply chain, quality, engineering, digital technology, finance, and human resources. Sue is passionate about helping senior leaders identify and recruit the kind of transformative talent that elevates their organizations and helps them to achieve their business goals.

Outside of RSR Partners

Sue holds a bachelor’s degree in accounting from the University of Connecticut and an MBA from Rensselaer Polytechnic Institute. She also serves as a board member for Protectors of Animals, a non-profit animal rescue organization. Sue has two grown sons and lives in the northwest corner of Connecticut, where she enjoys spending time with her close friends and family. A passionate runner, she is also currently learning to play golf.

Perspectives

Featured Insights

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  • Insights

    An Insider’s Guide to CEO Succession

    Much has been written and debated about CEO succession. Boards are increasingly concluding that the full weight of succession planning rests squarely on their shoulders, which leads to the critical question that every board must answer: promote from within or search externally? Executive search and consulting firms are often engaged to help boards resolve this complex situation, but the inclination to conduct a search may sometimes be premature. Having completed over 1,000 assignments for boards and CEOs over the course of almost three decades, we wanted to share a few observations that will help you plan for the selection of your next CEO.

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  • Insights

    Four Trends to Watch Impacting Boards & CEOs

    2020 has been a year of unprecedented change and reinvention. We have been honored to work alongside so many of you, helping you navigate these tumultuous times as successfully as possible. Effective leadership in the C-Suite and at the board level has never been more important, and the discreet advisory work we perform for Boards and CEOs has surged in response. We have spent many hours engaging with you on topics such as achieving agility; the emotional intelligence and moral quotient of leaders; the importance of diversity, inclusion, and equality initiatives; deploying technology, AI, and virtual work environments; managing risk; and addressing environmental, social, and governance concerns. Some of these topics were discussed at length during the roundtables we hosted earlier this year, and we expect to tackle these topics again at our 20th Annual Directors Dinner in January 2021. In the meantime, we wanted to share with you some additional trends that have emerged during the last few months that we expect will continue to evolve in 2021.

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