Looking for a $200k to $300k Executive Role in Brisbane? Read This Before You Start.

Every month, five to ten senior professionals reach out to me looking for their next opportunity. CIOs, CTOs, CFOs, Heads of Technology, transformation leaders, General Managers. Some have just been restructured out. Others have spent ten or fifteen years with the same business and are starting to wonder what's next. A fair few have googled "executive recruitment Brisbane" and ended up on my LinkedIn.

Most have built impressive careers. Some have managed hundreds of people, multimillion-dollar budgets and businesses turning over hundreds of millions. But a surprising number haven't had to look for a job in a very long time, and the executive job market in Brisbane can be a pretty rude awakening.

Through BLACKROC and Lex Gordon Executive I've been involved in or had visibility of close to 50 executive interviews throughout 2026. I've seen some outstanding people secure brilliant opportunities. I've also spoken with executives who are still searching six, twelve, eighteen and even twenty-four months after leaving their previous employer. Some are driving Ubers. Others are doing handyman work, picking up jobs on Airtasker or taking whatever work they can find to keep money coming in. These aren't necessarily people who made poor career decisions. Some are exceptionally capable executives who simply haven't found their next role yet.

I'm telling you this because the sooner you understand how this market actually works, the better equipped you'll be to navigate it. Here's what I'd tell you over coffee.

1. Your recruiter isn't your career manager

Let's get this one out of the way. Recruiters are paid by businesses to fill positions. We're not paid by candidates to find them jobs.

When you send me your resume, I'll happily take a look. But unless I'm working on something that aligns with your experience, there's a reasonable chance nothing happens. Your details go into our recruitment database. When a suitable assignment comes through, we search for people with relevant experience and get in touch. And if nothing suitable comes through, you might not hear from me for six months. Possibly longer.

It's not personal. I might think you're an outstanding executive, but I can't place you into a job that doesn't exist.

I also see executives who have been referred to me by other recruiters. There's nothing wrong with that, but think about it for a moment. If another recruiter had a client ready to hire you, they'd probably be trying to place you themselves. A referral can be a nice introduction. It doesn't necessarily mean there's an opportunity waiting at the other end.

So use recruiters as one part of your search rather than the whole strategy. And please, don't follow up every three days expecting a progress report on a search we're not actually running. Stay in touch, build a relationship, play the long game. The executives who do this well are the people I know best when an opportunity eventually appears.

2. Brisbane is a smaller executive market than you think

Here's a number that might surprise you. Of the senior executives who approach me looking for their next comparable position, I'd estimate fewer than 10% secure one within three months. That's my observation of the people reaching out to me rather than a published employment statistic, but it should give you some perspective.

At $200k to $300k there simply aren't hundreds of suitable executive positions floating around Brisbane. And most of the ones that exist aren't publicly advertised. In our Queensland Executive Salary Guide we put it at more than 80% of executive appointments made without a public process. Of the opportunities that cross my own desk, I'd say closer to one in twenty is advertised. The rest come through confidential searches, referrals, internal appointments and direct approaches. Again, that's the market I operate in rather than a count of every executive appointment in Queensland.

The point is that if you're relying on SEEK and LinkedIn job advertisements to find your next executive position, you're looking at a fraction of what's out there. You need to get in front of the people making hiring decisions before they're advertising.

Where I do see demand holding up is in the deeply technical areas: data engineering, cloud platforms and cyber security, particularly where strong technical capability is combined with excellent interpersonal skills. If that's you, the market is kinder than the numbers above suggest.

One more thing while we're on the size of the market. If you're employed and thinking about resigning because you've had enough of the place, line up the next role first. I hear every fortnight that the money is fine for a while and the family is suffering, and all of that is valid. But the search at this level takes longer than you think, and the people who resign without something lined up are the ones I'm speaking to at month nine.

3. Get off LinkedIn occasionally and go and meet people

I'm a big believer in LinkedIn. I'm an even bigger believer in getting out of the house and meeting people. Networking events, industry functions, breakfasts, coffees, introductions through mutual contacts. Actual conversations.

In a world where everyone is sending automated messages, AI-generated emails and LinkedIn connection requests, a genuine face-to-face conversation is becoming increasingly valuable. It's a bit like receiving a handwritten card in the mail. Hardly anyone does it anymore, which is precisely why it stands out.

If I were looking for an executive role tomorrow, I'd be making a list of the businesses I wanted to work for and figuring out how to get in front of the right people. That's rarely the CEO. Find the person who actually owns the function you want to lead, or the person responsible for hiring that position. Then do your homework. Read about the business, understand what it's working on, speak to people who know the organisation, find out what challenges it might be facing. And approach the conversation with something more interesting than "I'm currently exploring opportunities."

You don't need to wait for a job advertisement to introduce yourself to a business you'd love to work for. In fact, I'd encourage you not to.

4. Your reputation in Brisbane is doing more work than your resume

This might be the most important section of the entire article. Brisbane is a small place, and at executive level it's even smaller.

Your resume tells people what you've done. Your reputation tells them what you're like to work with.

I genuinely struggle to remember the last time I introduced an executive to a hiring manager and that person didn't ask somebody in their network about the candidate. It happens constantly. Sometimes before the first interview. Sometimes before they've even decided whether to interview them. And the person they ask isn't necessarily someone you've nominated as a referee. It might be a former colleague, a board member, someone who worked in another department or someone who crossed paths with you ten years ago. For better or worse, people ask around.

So when I tell executives to build relationships, I'm talking about their professional reputation as much as their next job. How you treat people when you don't need anything from them matters. Whether you return calls matters. Whether you're good to work with matters. And whether people genuinely enjoyed working alongside you matters enormously.

Your resume tells people what you've done. Your reputation tells them what you're like to work with. At executive level, both are being assessed.

5. Stop assuming your previous salary is your market value

This is a difficult conversation, particularly with executives who've spent years earning $300k or $400k. Just because your previous employer paid you $320k doesn't mean the next business will, and it certainly doesn't mean there's a queue of Brisbane businesses willing to pay the same amount.

From the part of the market I see, base salaries above $300k are where it thins out. They exist, and our salary guide shows where. A CIO or CFO in a $30 to 100 million turnover business sits somewhere between $280k and $390k base, and it generally takes a $100 million plus business to go well past that. But most of the roles that cross my desk sit between $200k and $300k, and I don't pretend to have visibility of every executive appointment in Brisbane.

I regularly see people needing to reconsider their remuneration expectations to secure their next opportunity. Would I encourage someone who was earning $300k to consider a genuinely good position paying $230k? Absolutely. Depending on their circumstances it could be a very sensible decision. You've got to weigh up the business, the people, the opportunity, your financial position and where the role could take you. There's no medal for holding out for your previous salary while your savings disappear.

Equally, don't accept a terrible job simply because you're frightened about the market. Do your homework. Understand what the business is offering, including bonuses, equity, long-term incentives and the actual terms of your employment agreement. An equity offer that sounds extraordinary over lunch can look considerably less exciting once you understand the vesting conditions, dilution, leaver provisions and what needs to happen before it's worth anything. We've covered executive remuneration, equity and long-term incentives in more detail in the Queensland Executive Salary Guide. No forms, no email capture, just download it.

The other conversation that changes over time is relocation. When I first speak to most executives the answer is a flat no. Six months in, it's Sydney, Melbourne, Perth, overseas. If you want to stay in senior technology leadership, decide now what you would move for, because it's a far better decision in month one than in month six.

6. Your LinkedIn profile shouldn't look like you retired in 2014

Some of you have spent twenty-five years building exceptional careers. Yet your LinkedIn profiles contain three job titles, a generic headline and almost no detail about what you've actually achieved. Then you're surprised recruiters aren't finding you.

Recruiters search for specific skills, titles, technologies, industries and experience, and so does the AI inside every ATS and CRM. If your profile doesn't contain those things, you're making their job considerably harder. And with the technology available today, there's really no excuse for having a poor resume or LinkedIn profile.

Your resume doesn't need to look like a graphic designer put it together. It needs to tell a clear story. Where you've worked, what you were responsible for, what you achieved, how long you were there. And, importantly, what you personally drove versus what the broader business or team achieved. A ten-year tenure isn't necessarily a problem. Neither is moving businesses every few years. But both need context.

And if you've spent the last decade with one employer, understand that your interview skills might be a little rusty. Which brings me to something I feel pretty strongly about.

7. Being good at your job and being good at interviews are two different things

I've met some absolutely brilliant executives who are terrible at interviews, and it's got nothing to do with capability. They haven't interviewed in ten years. If you haven't played golf for a decade, you probably shouldn't expect to walk onto the course and shoot your best round. Interviews are no different. You need match fitness. You need to become comfortable with the conversation, understand the subtle cues, know when to speak and when to stop. And the only real way to get better is to practise.

But here's the biggest mistake I see. Executives walk into interviews trying to prove they're the perfect person for the job before they've properly understood what the job actually is. They talk, and talk, and talk. They explain their career history, their achievements, their leadership philosophy and every transformation they've ever run. Meanwhile, they've barely asked the person sitting opposite them a question. It's completely backwards.

The best executive interviews I've seen are excellent conversations. The candidate listens. They ask thoughtful questions. They understand the challenges. Then they explain how their experience might help. And something interesting happens. The people interviewing them start imagining what it would actually be like to work together. That's where the chemistry starts.

I've seen executives with less directly relevant experience secure roles ahead of candidates who looked stronger on paper, plenty of times, because the hiring team could see themselves working with that person. That doesn't mean technical competence is irrelevant. Of course it matters. You still need to be capable of executing what the business needs. But once there are several credible executives in the process, the decision often comes down to trust, chemistry and perceived fit. Is this someone I want alongside me when things get difficult? Can I disagree with them? Will they challenge me appropriately? Will they get along with the people already in the business? Being the most qualified person in the room doesn't automatically make you the right person for the job. That's not always fair, and chemistry can introduce bias into hiring decisions, but it is a genuine part of how many appointments are made and you need to understand it.

8. The job description isn't always set in stone

Here's something executives often don't realise. When a CEO or board begins recruiting a senior leader, they don't always have a perfectly defined picture of what the role should become. They've got a business problem, a budget and an idea of the person they think they need.

In my experience, a meaningful proportion of executive searches leave room to shape the position around an outstanding candidate. I've seen businesses adjust responsibilities, reporting lines and the scope of a role because they've met someone they genuinely believe can help them.

That's why listening is so important. If you spend the entire interview explaining why you're perfect for the original job description, you might miss the opportunity to understand what the business actually needs. Ask questions, understand the problem, then position yourself accordingly. You don't need to pretend to be something you're not. You need to help the business understand where you can add the most value.

9. Three questions I'd encourage every executive to ask

I've helped a number of executives prepare for interviews throughout 2026, and one of the biggest areas we work on is asking better questions. Here are three I'd encourage you to consider.

"How did you end up in your current position?"

People generally enjoy talking about how they got where they are. It's a good way to understand the person across the table and build rapport.

"How would you describe the culture of the business today?"

You're after the actual culture rather than the values printed on the website. What are people proud of? What's working? What's frustrating? What would they change? Listen carefully to the answer.

"If we were sitting here in 18 months and this appointment had been an outstanding success, what would I have achieved?"

This is probably my favourite, because you're asking how the business defines success rather than what the job involves, and the answer can tell you an enormous amount about the organisation. A thoughtful CEO will usually have a reasonable picture of what success looks like. If the expectations are completely unrealistic, or nobody can articulate what they actually want, that's worth paying attention to.

Remember, you're interviewing them as much as they're interviewing you. Even when you really need the job.

10. If you've been out of work for six months, don't disappear

I regularly speak to executives who've been searching for six, twelve or even eighteen months, and one of the things I'd encourage people to do is stay professionally active. Consulting, advisory work, contract assignments, building a small business, helping an organisation with a project. Whatever makes sense for your circumstances.

I'm seeing more people start their own businesses, often using tools such as Lovable or Replit to build websites, launch services and market themselves. Some of those businesses might eventually become something substantial. Others might simply provide income and a productive way to spend time between permanent positions. Either way, you're keeping your skills current, meeting people and giving yourself something meaningful to talk about.

Employers can be cautious about extended career gaps. That's a reality I've observed. But a gap isn't something to be ashamed of, and you certainly shouldn't invent consulting work or pretend you're still employed somewhere you've left. If you're consulting, say so. If you're looking for work, say so. And if you've spent six months looking after your family while considering your next move, there's nothing wrong with explaining that either. Just be able to tell the story clearly.

11. And if you've got an executive interview coming up, I'm happy to help

Something I've really enjoyed throughout 2026 is helping executives prepare for interviews, and most of them weren't for roles I was recruiting. Just people who reached out and wanted another perspective. I've done this on roughly half a dozen occasions this year and the feedback has been fantastic.

Sometimes we work through how they're positioning their experience. Sometimes we talk about the people interviewing them, the questions they're likely to face or how to better understand the opportunity. And quite often the biggest improvement comes from helping someone become more comfortable asking good questions rather than trying to sell themselves for an hour.

Having been close to almost 50 executive interviews this year, including hearing feedback from the people making the hiring decisions, gives me an interesting perspective on what works and what doesn't. I'm not suggesting I can magically get you the job. But if you've got an important executive interview coming up, feel free to reach out. If I've got the time, I'm happy to help you prepare. No fee, no obligation. I genuinely enjoy doing it.

Finally, a bit of perspective

If you've recently been restructured out, spent a decade with one employer or are simply starting to explore what comes next, don't assume the process will be quick. It might be. I'd prepare for it not to be.

Be realistic about remuneration. Be open-minded about the types of businesses you could work for, and about where you'd work. Keep your LinkedIn profile current. Build relationships with recruiters without expecting them to run your search for you. Get out of the house and meet people. And don't underestimate the value of being someone others genuinely enjoy spending time with. Most importantly, don't wait until you desperately need a job to start investing in your professional relationships.

If you're looking for your next executive opportunity in Brisbane, you're welcome to get in touch. Tell me what you've done, what you're looking for and what you believe you can bring to a business. If I've got something relevant, I'll tell you. If I haven't, hopefully this article has given you a few things you can start doing for yourself. And if you've got an interview coming up and want to run through it with someone who's been on both sides of the table, you know where to find me.

Jason Roulston Founder and Managing Director, Lex Gordon Executive and the BLACKROC Group of Companies

For more detail on executive salaries, bonuses and equity arrangements, see the Queensland Executive Salary Guide 2026 at lexgordonexecutive.com.au/guide.