ZRG Appoints Interim Talent Trailblazer Liz Dick to Board of Directors
ROCHELLE PARK, N.J. and LOS ANGELES, June 12, 2025 (GLOBE NEWSWIRE) -- ZRG, the fastest-growing full-service global talent advisory firm, today announced the appointment of Elisabeth (Liz) Dick to its Board of Directors. A people-first leader and industry pioneer, Liz brings a powerful track record of innovation, growth, and cultural leadership that will help guide ZRG through its next era of transformation.
At RGP since its inception, Liz helped build what would become a category-defining firm in project-based consulting and interim talent. Over more than two decades, she played a critical role in scaling the business to $700MM+ in revenue, launching new markets, expanding client partnerships, leading recruiting efforts, incepting new lines of business, and shaping RGP's people and culture strategy from the ground up. She was amongst the earliest to recognize the value of flexible, embedded talent – long before it was mainstream – and helped redefine how clients access leadership, talent and expertise.
'Liz helped create what much of the industry is now trying to imitate,' said Larry Hartmann, CEO of ZRG. 'She's a builder. A connector. A deeply respected voice in leadership, people strategy, and interim talent. Her success speaks for itself – and her insight will be a tremendous asset as we continue scaling our platform and challenging traditional models.'
At RGP, Liz held a range of senior leadership roles, including SVP of the Southwest Region and SVP of Learning, Development, and Culture. She led high-growth regions, reimagined enterprise learning at scale, and was a trusted advisor to senior executives across industries. Beyond her commercial success, Liz is known for building inclusive teams, mentoring emerging leaders, and turning vision into lasting culture.
Her impact extends far beyond the boardroom. Liz is a longtime civic leader in the Los Angeles business community, serving on the boards of The United Way of Greater Los Angeles, The Girl Scouts of Greater Los Angeles, and the Organization of Women Executives (OWE), where she has championed leadership development.
'I've spent my career focused on people - helping them grow, lead, and drive change,' said Liz. 'ZRG is bringing a bold, modern approach to talent, and I'm excited to be part of a team that's redefining what's possible for clients and for leaders.'
About ZRGZRG is the fastest-growing global talent advisory firm, rethinking traditional models of executive search, interim solutions, and talent consulting. With a data-powered approach and a full suite of human capital offerings, ZRG delivers smarter, faster talent solutions across industries and geographies - helping clients compete and win in an increasingly AI-powered world.
With backing from private equity partner RFE Investment Partners, ZRG is one of the fastest-growing firms in the industry, operating across the Americas, Europe, Asia, and Australia.
Contact: John Mooney, Over The Moon PR, (908) 720-6057 john@overthemoonpr.com
A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/3a71988c-756f-4a30-9026-8612fa3b60e5
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The better it is integrated and actually prepared for results and insights, the easier it becomes. These people don't have time to play around with the system for half an hour to get to one insight. What's our headcount? Where's the diversity in terms of women in leadership positions? How does our projected headcount actually affect our ability to meet our targets next quarter? That needs to be really easily integrated. In terms of the detail and what they see, hopefully they'll work with the relevant IT and CHRO teams to understand: Can I have access to this and that because I need it for this and that? The collaborative aspect of all of these decisions is increasingly high nowadays because it's technically possible: Understanding and negotiating access to certain data points and certain business units is really a collaborative effort. There's a basic set of metrics that are always relevant. We need to know who is going, who is coming in the organization, particularly for workforce planning. You always need to know who is where. Engagement may not be the most important one for the CFO because it's further away from proof to say it really affects the bottom line. Closer to that would be how many people do we have? Do we have the right skills, and how is it going to affect our projected revenue next year? What are some of the bigger things that go wrong in companies because the CFO doesn't necessarily have access to good data from HR? We have a massive data set of [about] more 30 million employee records of global industry data. We look at that data constantly. Two years ago, we studied layoffs—reduction in force, turnover, resignation. Most companies have some type of a number we can see in our data. Then I interviewed six CHROs to understand what the decision making process around layoff positions look like? If there's a very short term calculation: I'm going to save this much if I let 10% go in the next three months, what's sometimes missing? Sure, you have the cost savings in the short term, but what's sometimes neglected is what the actual long-term cost is. I'm going to let go 10% now because I think we don't need them anymore, and currently I'm going to have to save some costs. Sometimes, what's not happening is thinking ahead 12 months. We want to grow again after the difficult economic times. Now, I'm going to have to rehire individuals or find new replacement employees. We know that hiring new employees is generally much more expensive than keeping existing employees and helping them either internally to find different roles or reskill them. There's a lot of academic research and also industry research that found that layoffs most of the time are not really financially making sense because the planning capabilities don't always exist. If the CFO knew how much it's going to cost their company to rehire, knowing it may cost a lot more, giving us another headache in two years time, [they may advise against it]. They had only the financial data and said, 'Oh man, we are spending way too much on wages. We're going to have to make some cost savings.' That's for lack of data integration. That's for lack of the ability to collaborate and look at the same data set and do thorough scenario planning, very much to the detriment, not only of the employees who are being let go, but even financially, it doesn't make sense most of the time. What advice would you give to a CFO who wants to make the best financial decisions in the long run for their company when it comes to personnel, and feels like they need to have more access to information? 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