This study presents an empirical exploration of a theory-driven framework of corporate human resource (CHR) roles in global talent management (GTM). Specifically, it expands our knowledge of the process of GTM in two sectors: financial and professional services. Based on in-depth interview data from two firms, the study finds evidence of four distinct roles for CHR in facilitating successful GTM. The different business contexts are however critical to understanding the findings; in particular, the study demonstrates how CHR roles in GTM are affected by the approach to international business strategy and GTM, extent of corporate centralisation, and the business context, particularly the impact of the 2008 global financial services crisis. The study also shows the importance of a micro-component approach to the study of the GI-LR balance in GTM. GTM strategy is also found to be highly embedded in the broader business structure and shifts in the direction of globalisation within the sector, entailing epochs and episodes of internationalisation. Future GTM research needs to be more closely embedded in the strategic pathways of the firm.