Finding real leadership is tough.

We put in the hard work.

We work across the media, information, technology, communications and entertainment industries. This means we can bring best practice from across sectors to your business.

Executive Search by Martin Tripp Associates

Expert Knowledge

50+ years’ experience in media, information, technology and entertainment

Obsessive About Delivery

An unparalleled success rate, from an unmatched methodology.

Global Reach

Based in London, we have worked on leadership roles across five continents.

Our Approach

A methodology that ensures success, with a six month guarantee

In a few weeks, we build networks that might take others ten years to complete. On every search,  we will talk to over 100 people to fully map the market and identify the best possible candidates. And then we filter that insight through expert face-to-face interviewing. We are so confident of our process that we offer a six month guarantee on every placement.

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Our success rate in the last financial year
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ETHICAL, RELENTLESS, PASSIONATE, INFORMED

We always put our clients’ interests first, and work exclusively on each search. Once we are engaged on a role, we do not give up. We will only take on a client if we can share their passion. Our job is to keep on top of changes in the market so we can help our clients stay ahead of the curve.

Our history

James Dodd

James Dodd

Partner

James heads up the technology and entertainment practice within MTA. Before joining us, James ran operations for one of the UK's largest ticketing businesses, and had a varied career as actor, choreographer and recruiter. As well as recruiting senior technology roles across multiple industries, James looks after our clients in the e-commerce, video game, film and theatre sectors. James became a partner in April 2019.

james@trippassociates.co.uk

+44 20 7692 0530 • +44 7775 515 866

Martin Tripp

Martin Tripp

Managing Director

After more than a decade as a manager, writer, and analyst in the UK and Africa, Martin became a headhunter in 1996, and established Martin Tripp Associates in 2008. As well as recruiting across all disciplines in the media sector, Martin has worked with a wide range of non-media clients on senior e-commerce, digital, and communications positions.

martin@trippassociates.co.uk

+44 20 7692 0530 • +44 7961 100 389

Matt D’Cruz

Matt D’Cruz

Partner

Matt heads up the media and information practice at Martin Tripp Associates. As a former news editor, he has spent much of his career talking to senior executives across all industries. A founder member of Martin Tripp Associates, he has recruited across a huge range of roles, from heads of strategy, product or sales through to editors and audience development leads. Matt became a Partner in the firm in June 2016.

matt@trippassociates.co.uk

+44 20 7692 0530 • +44 7796 326 764

Latest from the Blog

How blind recruitment can benefit executive search

The new face of recruitment?

A couple of months ago, having taken a brief from a new client, we received a slightly unexpected request. They asked us if we would be able to incorporate blind recruitment into our process.

We’ve written about blind recruitment in the past. We’ve also had several clients who have made a diverse shortlist a core part of the brief, and have delivered impressive shortlists that were both gender-balanced and ethnically diverse. The team themselves have all received unconscious bias training. But the question of running a blind search process had us scratching our heads. After all, the process of executive search necessitates knowing who you are approaching before you talk to them.

In the end, we decided to make it a normal search for us, and blind for the client. We would of course be aware of who we were approaching, and we conducted thorough face-to-face first-round interviews as normal. But the client would have no idea who individual candidates were until after they had agreed to interview them.

This posed a few challenges in our weekly update calls: we learned to get used to

Read More

Newspapers: (some) reasons to be cheerful

Below the fold.

Last month saw birthday celebrations in UK newspaper land. The Daily Mail was marking its 125th year, while the Guardian was 200 years old. But is there much to celebrate?

Newspapers – in their print versions – have never been at a lower ebb. The  graph of circulation from 1956 to 2019* (below) looks like a tracer map of missiles fired from the left-hand side finding their target on the ground at the right. In 1966, when I was born, 15.5m national newspapers were sold every day. In 2019, under 7.5m were distributed – and the freesheet Metro accounted for almost 1.5m of those.

Clearly, the events of 2020 did not help the physical distribution of newspapers. There has been an overall drop of a further 22% in paid-for newspaper sales in the last year. We estimate that overall paid-for circulation for daily national newspapers dropped below 4m

Read More

IDEAL Leadership: Integrity, Decisiveness, Empathy and the Ability to Let Go

The stamp of a leader

“Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.”Steve Jobs 

At some point in our lives we have all heard the phrase “leaders are born, not made”. Thomas Carlyle propagated this view in the mid 1800’s, and it has remained stubbornly omniscient since. It suggests that certain individuals are born with innate qualities that predispose them to be successful leaders. This underpins the idea that only a small set of people can actually fill these types of roles successfully.

As our understanding of personality traits progressed, behavioural theorists put forward a new belief: it is not inherent characteristics that make a good leader, rather it is a leader that makes themselves successful based on learnable behaviour. As Vince Lombardi, the American football coach, put it in the 1970s: “Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile”

So, where should you focus your effort to become a successful leader?

Integrity

According to a survey conducted by Robert Half in 2016, over 75% of workers said that integrity was the number one attribute that a leader ought to possess. Leaders who are demonstrably honest and have strong moral principles inspire trust in their team with “their ability, their benevolence and their integrity”. Team members are willing to be more

Read More

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