Latest / Executive Careers with Fexingo: VP, C-Suite, and Senior Leadership Career Strategy / How Executives Rebrand Themselves for a New Industry
Transcript
- Lucas: So the other day I was talking to a friend who spent fifteen years in retail operations. She's a senior VP now. And she told me she's been trying to move into fintech for a year, and she keeps getting the same polite rejection. 'We love your background, but we're looking for someone with financial services experience.' Luna: That is the classic wall. And honestly, it's a wall a lot of executives hit, not because they can't do the job, but because they haven't rebranded themselves for the new industry. Lucas: Exactly. And that's what we're digging into today. How do you rebrand yourself as an executive when you're moving to a completely different industry? Because it's not just about updating your resume. It's about changing the story you tell about your career. Luna: I love that framing. So where do you start? Because telling a different story feels a little vague. What's the concrete first step? Lucas: The first step is to stop leading with your title and your industry. When you say 'SVP of Retail Operations,' you're immediately putting yourself in a box. Instead, you need to lead with the problems you solve. So instead of SVP of retail operations, you might say 'I lead large-scale operational transformations' or 'I build systems that scale.' Those are industry-agnostic. Luna: So it's about translating your experience into universal business outcomes. But how do you do that without losing the specificity that makes you credible? Lucas: That's the nuance. You don't lose the specifics; you reframe them. For example, my friend in retail operations. She managed a network of three hundred stores. That's a huge operational challenge. But in fintech, the equivalent might be managing a distributed digital infrastructure. The scale, the complexity, the risk management are similar, but the language is different. Luna: So the core skills transfer, but you have to translate them into the new industry's vocabulary. I remember when I transitioned from consumer goods to media, I had to stop talking about SKU counts and start talking about content library management. It felt like learning a new language. Lucas: Right. And that's where a lot of executives get stuck. They think their resume should look the same, just with a new objective at the top. But it's a complete rewrite. You have to strip out the industry jargon and replace it with the language of the new sector. And that means doing your homework on what that language actually is. Luna: So what does that homework look like? I mean, you can't just pick up a fintech glossary and start using terms. You need to understand the business models, the regulatory environment, the key metrics. Lucas: Absolutely. And this is where I see a lot of executives shortchange themselves. They focus on the resume, but they forget that the rebranding happens in conversations first. You need to have conversations with people in the industry, ask them what they're struggling with, and then translate your experience into their language. That's how you build credibility. Luna: So networking is actually part of the rebranding process, not just a way to find a job. It's how you test and refine your new narrative. Lucas: Exactly. And here's a concrete example. There's a well-known case of a consumer packaged goods executive who moved to a tech company. On paper, it looked like a stretch. But he reframed his experience in supply chain management as 'managing complex global logistics networks at scale.' That's a language any tech company understands. Luna: That makes sense. So it's not about hiding your background; it's about highlighting the parts that are universal. But what about the parts that are industry-specific? Like, do you just leave them off? Lucas: You don't leave them off entirely, but you de-emphasize them. The goal is to get to the interview. Once you're in the room, you can talk about the specifics and show how they're relevant. But the first gate is getting past the recruiter or the AI screening tool. And those are looking for keywords from the new industry. Luna: That's a great point. And it reminds me of something I read about executive search consultants. They say that when they're looking for a candidate for a cross-industry move, they're looking for evidence of adaptability, not just domain expertise. Lucas: Right. And that's where the story comes in. You need to show, not just tell, that you've adapted before. Maybe you've moved between industries already, or you've led a major change initiative that required learning a new area. That's the proof point. Luna: So could you give our listeners a framework for how to actually do this rebrand? Like, what are the steps? Lucas: Sure. The first step is to write down your top five achievements from the last ten years. Then, for each one, ask yourself: 'What problem did I solve, and what was the impact in measurable terms?' That's the raw material. Luna: Okay, so you have your raw material. Then what? Lucas: Then you translate each achievement into the language of the target industry. Use their metrics, their terms. For example, if you're moving to a SaaS company, you might talk about 'reducing churn' or 'increasing customer lifetime value.' Even if your original role was in manufacturing, you can frame it as 'improving operational efficiency, which is analogous to reducing churn.' Luna: I like that. You're mapping your achievements onto their pain points. Now, I imagine you also need to change your online presence, like your LinkedIn profile. That's a big part of your brand. Lucas: Absolutely. Your LinkedIn summary should be rewritten to the new industry. And I'd go so far as to change your headline. Instead of 'SVP of Retail Operations,' you might say 'Operations Executive | Driving Efficiency and Scale in Complex Environments.' That way, you're visible in searches for the new industry. Luna: And what about your network? I mean, your current network is mostly in your old industry. How do you grow into the new one? Lucas: That's a great question. And the answer is that you have to start building a presence in the new industry's community. Attend their conferences, join their professional groups, engage with their content on social media. You want to become a familiar face to the people who could hire you or refer you. Luna: So it's about becoming a member of the new tribe, not just an observer. That takes time, but I guess it's essential. Lucas: It does take time, and that's why you should start this process well before you actually need to make the move. Ideally, you're building this bridge while you're still employed. It's a long-term investment in your career. Luna: And I think that's the key takeaway: rebranding isn't a quick fix; it's a deliberate strategy. But I want to go back to something you said earlier about translating achievements. Can you give a more specific example? Lucas: Sure. I had a client who was a CFO in the hospitality industry. She wanted to move to a tech company. On her resume, she had 'Managed a $200 million budget.' That's impressive, but it doesn't resonate in tech. We reframed it as 'Oversaw financial strategy for a multi-entity organization, driving profitability in a high-growth environment.' That's language that works. Luna: That's a perfect example. You're not lying, you're just highlighting the transferable aspects. And that's what makes it credible. Lucas: Exactly. And I also told her to be prepared to talk about how her hospitality experience gave her a unique perspective on customer experience, which is huge in tech. That's a differentiator. Luna: So the old industry isn't a liability; it can be a strength if you frame it right. That's an empowering way to think about it. Lucas: It is. And that's the mindset shift that separates successful pivots from failed ones. You have to see your past as an asset, not a burden. And you have to be willing to let go of the identity that came with your old title. Luna: That's a deep point. A lot of executives might resist that because their identity is tied to their industry. But if you're truly making a change, you have to be willing to reinvent yourself. Lucas: Right. And that's hard. It takes ego management. You have to be okay with being a beginner again in some ways. But the payoff is a whole new trajectory for your career. Luna: Before we go deeper, I think what we've covered today is genuinely useful for anyone thinking about a pivot. And that's the kind of value that makes these episodes worth coming back to. If today was useful to you, the way we keep making these shows ad-free is listener support. You can help at buy me a coffee dot com slash fexingo. It keeps our library open to everyone. Lucas: Yeah, and every bit helps us keep doing what we love. Honestly, a lot of our listeners tell us these episodes have changed how they think about their career. That's what keeps us going. Luna: So, back to the rebranding. You mentioned that you have to be prepared to talk about your old industry as a strength. How would you actually do that in an interview? Lucas: Great question. Let's say you're in an interview for a tech company, and they ask about your retail background. You don't apologize for it. You say something like, 'My retail background taught me how to manage complexity at scale, and I understand the importance of customer experience in a way that's directly applicable to your product.' Luna: That's a powerful response. You're turning what could be a weakness into a unique selling point. And I think that's the core of effective rebranding. Lucas: Absolutely. And that's the kind of preparation that can make all the difference. It's not about memorizing lines; it's about deeply understanding your own value and being able to articulate it in a way that resonates. Luna: So, to wrap up, what's the one thing you want our listeners to remember from this episode? Lucas: I'd say this: your career story is not fixed. You have the power to rewrite it. And the earlier you start that rewrite, the more options you'll have when the time comes to make a move. So take an afternoon this week, write down your five biggest achievements, and start translating them into the language of the industry you want to be in. That's the first step. Luna: And if you do that, you'll be ahead of most executives who wait until they're desperate to change. Thanks for listening, and we'll catch you next time. Lucas: See you then.