The top five C-Suite roles gaining traction

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The C-Suite is changing, and fast. By 2035, digital and data-driven roles will dominate executive leadership. New research from Robert Half shows that unless companies act now to redefine their leadership mix, they risk being left behind in the next wave of transformation.

“We’re moving into an era where digital literacy will be as fundamental for leaders as financial literacy once was. But what will truly set organisations apart is not just appointing more tech-savvy executives, but fostering leaders who can marry that expertise with empathy, resilience and a strong sense of purpose. It’s the blend of human and technical capability that will shape sustainable growth.” - Charlie Grubb, Senior Managing Director at Robert Half

Decision makers face a clear challenge: balancing digital fluency with people-focused leadership. Executive teams will need both technical and human skills to drive sustainable growth.

Why the stakes are rising

According to Towards the C-Suite 2035, 77% of publicly listed businesses expect the Chief Technology Officer to gain influence over the next decade, while 60% say the same of the Chief Communications Officer. More than half of SMEs and privately owned firms believe the Chief Marketing Officer will take on a greater role.

“The emergence of roles like the Chief Transformation Officer signals a fundamental shift in how organisations see change. It’s no longer about managing disruption as a one-off crisis - it’s about embedding transformation as a permanent capability. The executives who thrive in this environment will be those who can bring clarity amid uncertainty and chart a path forward when the ground is shifting under everyone else’s feet.” Charlie explains.

At the same time, new and emerging roles are becoming critical. From the Chief Transformation Officer to the Chief Human Resources Officer, each one is reshaping how leadership teams connect technology, people and strategy.

Five roles shaping the future C-Suite

Chief Transformation Officer (CTrO): Leads disruption, realigns strategy and people, and drives transformation in times of change. Strategic skills include turnaround management, restructuring, workforce and digital transformation, and crisis management.

Chief Technology Officer (CTO): Becoming the central force for competitiveness and agility, with technology moving from a support function to the core of the business model. The CTO will both fuel growth through innovation and improve operations with AI, automation and machine learning. They will also enhance customer experience by making digital tools more intuitive.

Chief Communications Officer (CCO): Builds trust and alignment by turning transformation agendas into compelling narratives. The CCO balances executive visibility, employee trust and public credibility. Global organisations will require CCOs who can tailor messages to different markets while navigating social, political and shareholder pressures.

Chief Marketing Officer (CMO): By 2035, the CMO will be both brand guardian and growth driver. Success will depend on the ability to blend creativity with commercial acumen, empathy with data, and innovation with compliance to create truly customer-first organisations.

Chief Human Resources Officer (CHRO): Aligns workforce strategy with enterprise goals. The CHRO ensures the right capabilities are in place to sustain operations, innovation and resilience. Their influence will extend to profitability, risk and investment decisions. Workforce strategies will combine permanent staff with agile models such as project-based, temporary and freelance talent.

Where decision makers should focus

Digital and workforce transformation are closely connected. Future-ready leadership will require technical expertise in areas such as AI and risk management, but also the ability to inspire, communicate and build resilient cultures.

“Future C-Suites won’t be defined simply by job titles - they’ll be shaped by the versatility of the leaders who hold them. Boards should be thinking less about filling vacancies in the traditional sense and more about cultivating individuals who can operate at the intersection of strategy, data and human insight. Those who can bridge these worlds will be the ones to navigate both opportunity and risk with equal fluency.”

For decision makers, this means acting now. Companies should:

1. Audit leadership gaps and identify which skills or roles are missing at the top table.

2. Accelerate succession planning for emerging positions, especially CTO, CHRO and CCO.

3. Invest in both digital and human skills, pairing technology expertise with communication, empathy and resilience.

4. Prioritise knowledge transfer through mentoring, reverse mentoring and retention of institutional know-how.

Tomorrow’s C-Suite starts today

Technology may be the catalyst, but transformation happens through people. The next decade will reward businesses that reshape their C-Suite today, embedding digital expertise, human skills and cross-generational collaboration at the very top.

Those who act early will not only withstand the coming changes but also set the pace for their industries.

Download the full report here

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