In today’s highly competitive, fast-evolving energy trading landscape, companies looking to scale or enter new markets are increasingly opting for a bold strategy: hiring entire trading teams rather than building from scratch. It’s a move that can deliver immediate market presence, proven expertise and a tightly knit group of professionals who already work seamlessly together.
But while the rewards can be transformative, the road to executing this kind of hire is more complex and challenging than making an individual hire.
Why hire a whole team?
At the top level, the answer is speed and certainty.
A well-functioning trading team doesn’t just bring individual expertise; it brings synergy. These are people who understand one another’s rhythms, who have refined their strategies together and who can often plug directly into your operations with minimal ramp-up time. In energy markets where timing and trust are everything, that kind of cohesion is a major competitive edge.
Additionally, hiring a successful team means you’re buying into a group with a proven track record. You’re not betting on potential.
And then there’s cultural alignment. It might seem counterintuitive, but a full team can actually be easier to integrate than a mix of individual hires. They bring with them a culture they’ve already tested and refined, which can be folded into your broader business more smoothly than a patchwork of personalities.
The challenges: It’s not “Plug-and-Play”
Of course, if it were easy, everyone would do it.
Legal and contractual risks are the first major hurdle. Non-competes, non-solicits, and garden leave periods can vary dramatically across jurisdictions and individual contracts. Attempting to poach a team without a clear-eyed strategy can end in lengthy delays, additional costs or the deal falling apart at the eleventh hour.
Internal politics can also come into play—on both sides. Bringing in a fully formed team can create friction with your existing talent, especially if they feel overlooked or threatened. Managing that internal narrative is critical, especially at the senior leadership level.
And then there’s the human element. Teams may seem cohesive on the outside, but motivations differ behind closed doors. One member may be keen to move, while another is hesitant. Incentives need to be carefully calibrated to bring the whole unit across the line together.
Setting the stage for success
One mistake I’ve seen companies make—far too often—is focusing all their energy on getting the team, without preparing adequately for what happens after they arrive.
If you’re hiring a high-performing trading team, you need to make sure the runway is clear for them to take off.
That means:
- Systems and Infrastructure: Are your trading systems ready for the markets this team specializes in? Can they access the data, platforms, and tools they need from day one?
- Licensing and Regulatory Readiness: Are you already approved in the relevant jurisdictions and exchanges? If not, have you factored in the lead time required?
- Risk and Compliance Frameworks: High-performance traders won’t thrive in a bottlenecked compliance process. You’ll need pragmatic, responsive oversight—not red tape.
- Commercial Support: Is there a structured onboarding plan, with clear ownership across functions like operations, legal, IT, and HR?
- Capital and Credit: Perhaps most importantly—have you aligned internally on the capital allocation, risk appetite, and credit lines required to support their strategies?
Making it work: Strategy, discretion and trust
Over the years, Charles Levick have helped numerous clients execute this kind of move successfully, and it always comes down to three things: preparation, discretion and relationship management.
- First, know what you want—and why. Is this team going to expand your market presence in renewables? Bring physical trading capability in-house? Launch a desk in a new region? Clear strategic alignment at the board level is essential.
- Second, engage discreetly and early. These moves are delicate. Conversations need to be structured carefully—often through a trusted intermediary—to gauge interest without triggering alarm bells. The best outcomes happen when both sides can explore possibilities without pressure or publicity.
- Third, invest in onboarding and integration. Moving a team is as much about momentum as it is logistics. Get them trading early. Support them with technology and infrastructure. Make them feel they’ve landed in a place where they can do their best work.
And above all, be human. These are people uprooting careers and reputations. They’re trusting you as much as you’re investing in them. That trust needs to be earned from day one.
Hiring a full trading team is a powerful strategic manoeuvre. When done right, it can dramatically accelerate your growth, sharpen your edge and position your business at the front of the market.
But this isn’t something to leave to chance. It demands thoughtful planning, clear objectives and the kind of nuanced handling that only comes from experience.
If you’re considering this move—or if a team is already knocking at your door—it’s worth speaking to someone who’s done it before.
Get in touch with Ashdon Brown at ashdon.brown@charleslevick.co.uk for advice and support.
