Explaining Career Gaps and Short Tenures at the Senior Level | Kerry Consulting
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    Explaining Career Gaps and Short Tenures at the Senior Level

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    Kerry Consulting

    Singapore's Leading Search & Selection Firm

    When it comes to interviews for senior roles, questions about job moves and career pauses are inevitable. Hiring managers and boards will seek assurance that the executive in front of them represents stability, clarity and long-term value.

    Here are five questions we commonly encounter in our work with executive search clients—along with guidance on how to respond with both confidence and credibility.

    “Why did you only stay for a year at your last company?”

    This question is usually about risk. Employers are evaluating whether your departure suggests a red flag, or whether it was the result of factors beyond your control—or even a strategic decision.

    Be honest, measured and direct. Acknowledge the short tenure, then offer a concise explanation. For example: “The scope of the role changed significantly from what was agreed, and after open discussion with the board, we mutually agreed it wasn’t the right long-term fit.” Avoid blaming or sounding defensive.

    Once you’ve addressed the exit, pivot quickly to what you achieved during the stint: “Despite the brevity, I led a successful restructuring of the commercial team and initiated a new channel strategy.” Finally, express how the experience clarified what you’re seeking now: “It helped me recognise where I work best—which is why this role, with its strategic mandate and strong leadership alignment, is such a compelling next step.”

    “What were you doing during the break between roles?”

    This question is about momentum. Employers want to know that you remained engaged and purposeful, even while not formally employed.

    Answer factually, then frame the gap as constructive. For example: “Following a group-level restructuring, I took a six-month career break to focus on professional development. During that time, I completed an executive programme in digital transformation and provided strategic support to a fintech startup.”

    If the gap was personal, acknowledge it briefly: “I stepped back for family reasons, but remained actively engaged—attending industry forums and advising former colleagues.”

    The message should be: I remained curious, active and invested in my long-term career. End by reinforcing your readiness: “The time gave me clarity on my direction, and I’m energised to return to a full-time leadership role.”

    “Was your departure voluntary or were you made redundant?”

    This is not a trap—it’s a test of your composure and professionalism. Redundancies happen, and there’s no stigma attached at executive level if explained factually.

    Be direct: “My role was made redundant during a global cost restructuring that impacted several business units.” Follow up by reframing the exit in terms of your contribution: “I’m proud of what I delivered during that time, including leading a supply chain digitisation initiative that delivered cost savings across the region.”

    If you left voluntarily, explain your rationale: “I made the decision to leave as the company’s strategic direction shifted away from the transformation agenda I was brought in to drive.” Then steer the conversation towards what you’re looking for now: “This role aligns much more closely with my core strengths and long-term aspirations.”

    Above all, avoid bitterness. Show that you handled the transition with grace—and are stronger for it.

    “What did you learn from that period of transition?”

    This is where self-awareness matters. Employers want to know that you didn’t just survive the disruption—you learned from it.

    Reflect briefly on what you gained: “The experience reinforced the importance of due diligence around cultural fit. I also learnt the value of maintaining strategic clarity, especially during organisational change.”

    You might also highlight soft skills: “I developed greater resilience, and improved my ability to adapt quickly in unfamiliar environments—something I now see as critical for modern leadership.”

    This is your chance to demonstrate growth, maturity and the capacity to lead through ambiguity.

    “How can we be confident this next move will be more stable?”

    This final question goes to the heart of long-term fit. Your goal is to reassure the interviewer that you’re not a flight risk—and that you’ve made a deliberate, informed choice in pursuing this opportunity.

    Demonstrate that you’ve done your research: “What attracted me to this organisation was the clear alignment between your strategic direction and my experience in scaling complex operations across Asia.”

    Explain how your recent experiences have sharpened your focus: “That journey clarified what I’m looking for—an organisation that values both innovation and execution, and a role that challenges me while offering room to build.”

    Then affirm your intent: “This isn’t a stepping stone. I’m looking to invest in a role and organisation where I can make a sustained impact over the coming years.”

    Closing the Conversation

    Short tenures and career gaps don’t need to undermine your credibility. What matters is how you explain them—with clarity, ownership and a forward-looking mindset. Senior hiring panels don’t expect perfection, but they do expect maturity and purpose.

    Handled thoughtfully, questions about career gaps or short tenures can become opportunities to demonstrate self-awareness, resilience and the breadth of experience you offer. If you’d like to explore how best to frame your career story, our specialist recruiters would be pleased to speak with you.