Today, the most effective technical leaders are not just niche experts, but translators and strategists.
Owen Buckley, Partner for Qurated US Executive Search, writes on why leaders are prioritising communication skills over deep domain expertise.
For years, technical leadership was synonymous with deep domain expertise. The best engineers became CTOs. The most meticulous accountants became CFOs. And the most security-conscious operators became CISOs.
Today, the most effective technical leaders are not just niche experts, but translators and strategists.
At Qurated, we see this shift daily in our community of tech leaders. More often than not, their success depends not only on what they know, but how they communicate it.
Technical fluency is now table stakes. Companies don't necessarily want the leader with the most domain expertise. They want leaders who can explain complex systems to non-technical stakeholders, influence cross-functional teams, and represent the business to investors: whether it’s a CPO translating AI capabilities into commercial success, or a COO guiding strategic pivots.
But what’s the operational benefit? Granular domain expertise, while invaluable, often leads to micromanagement – a word most senior leaders are practically allergic to in 2025. The tendency is that niche technical experts might have all the tools to manage down, but not necessarily the broader faculties necessary for communicating up the chain and persuading peers at board level. It’s this tendency that kept technical jobs classed as “back office” for so long.
Now, C-suites are geared towards “contextual leadership”: the ability to move seamlessly from a boardroom strategy session to a one-on-one with a junior engineer has become a defining trait of leadership.
Leaders need to inspire, delegate, and clarify. Not just execute.
Roles that were once back-office have now become front-office levers for growth:
Now, in this light, technical leaders are no longer just executors, but architects of change. And with that shift comes a new set of expectations. Leaders must be able to say, “Here’s what’s possible,” not just “Here’s what’s required.”
They must be able to push back on unrealistic demands based on their technical expertise – like pushing a platform transformation through in weeks rather than months – while still aligning with the company’s vision.
In our experience at Qurated, the most impactful and successful leaders are those who combine technical depth with commercial fluency. Their effective communication has the power to elevate the teams above and beneath them as a consequence. They make strategy executable.
In a market where the scope of leadership roles is becoming increasingly strategic, soft skills are no longer optional. They are now the difference between good and great leadership.
Owen is a Partner in Qurated's New York office, leading our Portfolio Search practice. He places exceptional leaders into high-growth, investor-backed businesses.
Formerly with executive search firms including Riviera Partners and Kindred Partners, Owen has a wealth of experience in helping shape the executive teams for some of the most innovative growth stage companies. His experience spans early-stage start-ups to established enterprises, enabling him to connect top talent with transformative opportunities in rapidly evolving industries.
