Management Recruitment

Trevor Parker

Recruiting a Logistics Manager for a National Domestic Repair Business

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Case Study: Recruiting a Logistics Manager for a National Domestic Repair Business

Background

A national domestic repair business, known for its swift and efficient service, recognised the need for a dedicated Logistics Manager. This role was critical in ensuring the smooth coordination of technicians and materials, ultimately affecting service delivery and customer satisfaction. The company faced challenges with scheduling, resource allocation, and communication between field technicians and suppliers, leading to delays and inefficiencies.

Objectives

The primary objectives for recruiting a Logistics Manager were:

  1. Enhance Coordination: Improve the scheduling and coordination of technicians and the procurement of materials.
  2. Streamline Processes: Develop streamlined logistics processes to reduce operational delays.
  3. Improve Communication: Foster better communication between technicians, suppliers, and management.
  4. Increase Customer Satisfaction: Enhance service delivery to meet and exceed customer expectations.

Recruitment Process

1. Defining the Role

Working closely with the executive team, the following key responsibilities and qualifications for the Logistics Manager were established:

  • Responsibilities:
    • Coordinate the daily schedules of technicians to ensure efficient routing and minimal downtime.
    • Manage relationships with suppliers to ensure timely procurement of materials.
    • Implement and oversee logistics processes and systems.
    • Analyse and report on logistics performance metrics.
    • Collaborate with other departments to align logistics efforts with company goals.
  • Qualifications:
    • Proven experience in logistics management, preferably in a service-oriented industry.
    • Strong organisational and multitasking skills.
    • Excellent communication and negotiation skills.
    • Familiarity with logistics software and tools.
    • A degree in logistics, supply chain management, or a related field.

2. Sourcing Candidates

Utilising a multi-channel approach, candidates were sourced through:

  • Job postings on industry-specific job boards and the company website.
  • Outreach to logistics and supply chain professional networks.
  • Engaging recruitment agencies specialising in logistics roles.
  • Leveraging social media platforms like LinkedIn to attract qualified candidates.

3. Screening and Interviewing

The screening process included:

  • Resume Review: Assessing candidates’ backgrounds for relevant experience and qualifications.
  • Initial Interviews: Conducting phone interviews to gauge candidates’ communication skills and logistics knowledge.
  • Assessment Centre: Selected candidates participated in a half-day assessment centre, which included:
    • Problem-solving exercises simulating real-world logistics scenarios.
    • Group discussions to evaluate teamwork and leadership abilities.
    • One-on-one interviews with key stakeholders, including the COO and HR Director.

4. Final Selection

The assessment results highlighted a standout candidate with extensive experience in logistics management within the service industry. This candidate demonstrated:

  • A track record of successfully implementing logistics systems that improved service delivery times by 30%.
  • Strong negotiation skills that led to cost savings in supplier contracts.
  • A proactive approach to problem-solving, with examples of optimising technician routes, leading to a 20% reduction in travel time.

Onboarding and Integration

Once hired, the Logistics Manager was onboarded with a structured programme that included:

  • Orientation: Familiarising them with company policies, culture, and operational systems.
  • Training: Providing training on logistics software and tools specific to the business.
  • Mentorship: Pairing the new manager with a senior executive for ongoing support and guidance during the transition.

Results

Within six months of hiring the Logistics Manager:

  • Improved Coordination: The scheduling of technicians became more efficient, reducing downtime by 25%.
  • Enhanced Supplier Relationships: The Logistics Manager established stronger relationships with suppliers, resulting in a 15% reduction in material procurement times.
  • Increased Communication: A new communication protocol was developed, improving the flow of information between technicians and the logistics team.
  • Customer Satisfaction: Customer feedback scores improved significantly, with reported satisfaction rates rising by 20% due to faster service and fewer delays.

Conclusion

The recruitment of a Logistics Manager was a pivotal step for the national domestic repair business. By focusing on coordination, streamlining processes, and enhancing communication, the company was able to significantly improve its operational efficiency and customer satisfaction. This case study illustrates the importance of strategic recruitment and the positive impact it can have on business performance.

Trevor Parker

Recruiting a Marketing Director for a Leisure Brand

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Case Study: Recruiting a Marketing Director for a Household Name Leisure Brand

Background

A prominent leisure brand, well-recognised across the UK, was facing a strategic shift in its marketing operations. The company had a strong legacy in the industry, but with changing consumer habits, increased competition, and the rising importance of digital channels, it was clear that their marketing approach needed to evolve. The company required a Marketing Director capable of leading this transformation, someone with the right blend of experience, strategic insight, and innovative thinking.

The company approached NorthCo, recognising our deep expertise in executive recruitment and leadership strategy. They sought a marketing leader who could blend traditional brand strength with modern, data-driven marketing approaches, enabling them to remain competitive while expanding their market presence.

Objectives

  • Recruit a Marketing Director with the expertise to lead a multi-channel marketing strategy, incorporating digital, social, and traditional channels.
  • Ensure alignment with company culture, given the brand’s long history and strong identity.
  • Manage the launch of three new websites through an outsourced developer, ensuring they support the overall marketing strategy.
  • Future-proof the marketing strategy, focusing on data-driven decisions, customer engagement, and new technology adoption.

Approach

1. Understanding the Business Needs

NorthCo’s first step was to engage with the senior leadership team to fully understand the business strategy, challenges, and vision for the future. It was important to clearly identify what the business needed beyond a traditional marketing leader—someone who could lead a transformation, inspire change, and elevate the brand’s presence across new channels.

Through these discussions, it became apparent that the company needed a Director with strong digital expertise, an innovative mindset, and the ability to blend traditional brand-building techniques with cutting-edge digital marketing strategies. The ideal candidate had to be forward-thinking while still respecting the company’s legacy.

2. Market Mapping and Search Strategy

Our next step involved comprehensive market mapping, identifying candidates both within the leisure industry and beyond. While experience in leisure brands was important, we also looked for candidates with a proven track record in transforming marketing functions within other sectors, such as retail or hospitality, that were also experiencing similar digital disruption.

Using our established network and leveraging executive recruitment tools, we identified several high-potential candidates, each bringing a unique perspective on how to position a long-established brand in a modern marketplace.

3. Candidate Evaluation and Shortlisting

Once a broad pool of candidates was established, we conducted in-depth evaluations. This involved:

  • Structured interviews focusing on leadership style, strategic thinking, and their ability to innovate within a structured corporate environment.
  • Case study assessments to test their strategic approach to digital transformation, customer engagement, and driving revenue through modern marketing techniques.
  • Cultural alignment assessments to ensure that the candidates would not only bring the necessary expertise but also fit within the organisation’s established culture.

From this, we shortlisted three candidates who met the brand’s criteria, all of whom had a strong digital and multi-channel marketing background, combined with experience in brand management and leading teams through transformation.

4. Managing the Website Launch

A critical aspect of the new Marketing Director’s role was to manage the launch of three new websites through an outsourced developer. This required exceptional project management skills to coordinate various stakeholders, including the outsourced developer, internal teams, and third-party vendors. The Marketing Director needed to:

  • Define project scopes and timelines to ensure the launches met strategic deadlines.
  • Set clear expectations and deliverables with the outsourced developer to prevent miscommunication and delays.
  • Oversee the integration of marketing campaigns with the websites to maximize visibility and effectiveness at launch.

Additionally, maintaining quality and consistency across all platforms was essential. This involved ensuring each website reflected the brand’s identity, conducting regular reviews, and testing functionality and design before going live.

The use of an outsourced developer allowed the company to leverage external expertise and resources, enabling the Marketing Director to focus on strategic oversight rather than day-to-day development tasks. This flexibility was crucial in quickly adapting the websites to incorporate new features or marketing strategies based on real-time data and customer feedback.

5. Final Selection and Onboarding

After a final round of interviews with the senior leadership team, including the CEO and CFO, the company selected a candidate with a proven track record in transforming marketing operations within a large retail organisation. This individual had experience driving customer engagement through social media, loyalty programs, and personalisation techniques, along with extensive experience managing a brand with a rich heritage.

NorthCo played an active role in negotiating the offer and ensuring a smooth onboarding process, including setting performance benchmarks for the new Marketing Director’s first 100 days.

Outcome

The appointment of the new Marketing Director proved to be a turning point for the brand. Within six months, the company saw:

  • A 25% increase in digital engagement, particularly through social media and email marketing channels.
  • A revitalised marketing strategy, blending traditional campaigns with a strong digital focus.
  • Successful launch of three new websites, which effectively targeted different customer segments and enhanced user experience.
  • Increased market share among younger consumers, achieved through more targeted marketing and the use of data-driven insights.
  • Improved internal alignment with other departments, as the marketing team began to work more collaboratively with sales and product development teams.

NorthCo’s approach in understanding the specific needs of the company, its culture, and the future direction of its marketing function ensured that the right leader was placed in a role crucial to the brand’s continued success.

Key Takeaways

  • A deep understanding of the company’s vision and culture is critical to executive recruitment success.
  • Blending traditional marketing expertise with modern, digital capabilities is essential for brands navigating evolving consumer habits.
  • Effective management of outsourced resources is vital for delivering complex projects, such as website launches, on time and within budget.
  • Recruiting for transformation roles requires a focus not only on skill set but on leadership and cultural alignment to drive sustained success.

NorthCo continues to support the leisure brand as they build on the success of this new direction, positioning themselves for future growth.

Trevor Parker

Recruiting a Customer Services Manager for an Online Retailer

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Case Study: Recruiting a Customer Services Manager for an Online Retailer

Overview

A rapidly growing online retail company faced increasing demand on its customer service helpline. Customer queries included issues with deliveries, product complaints, and general inquiries, and the company needed a dedicated Customer Services Manager to improve efficiency and lead the team. The challenge was to recruit a leader who could drive immediate improvements in customer satisfaction, team performance, and overall operational efficiency.

Challenge

The company’s customer service team was overwhelmed by high call volumes, particularly during peak periods. The absence of strong leadership led to operational inefficiencies, inconsistent responses to customer inquiries, and a drop in customer satisfaction scores. Long response times were common, and team morale was low, exacerbated by a lack of clear direction and increasing staff turnover.

The primary goals for the new Customer Services Manager were to:

  1. Streamline operations to handle high volumes of calls more efficiently.
  2. Improve customer experience by reducing wait times and improving resolution rates.
  3. Lead and develop a diverse team of customer service agents.
  4. Implement scalable processes to support continued growth.

Recruitment Process

The recruitment was led by NorthCo in partnership with the company’s HR team. The process was designed to ensure the right match for both operational requirements and cultural fit:

  1. Defining the Role: NorthCo worked closely with company leadership to outline the key responsibilities and qualifications needed for the role. This included strong experience in managing customer service operations in high-pressure environments, proficiency in CRM systems, and a history of improving service metrics. Leadership and team-building skills were also prioritised.
  2. Candidate Sourcing: A multi-channel recruitment strategy was employed, including job board advertisements, LinkedIn outreach, and utilising NorthCo’s network of customer service professionals. The search focused on candidates with experience leading teams in fast-paced, customer-focused environments.
  3. Screening and Interviewing: Candidates were evaluated based on their technical abilities and leadership qualities. The interview process included assessments of their experience in handling high call volumes, managing teams, and driving performance improvements through data and technology. NorthCo focused on candidates who demonstrated an ability to revitalise underperforming teams and create sustainable processes.
  4. Cultural Fit: To ensure the selected candidate would thrive in the company’s environment, NorthCo organised informal meetings between candidates and various team members. This helped gauge their alignment with the company’s values and approach to customer-centric operations.

Selection of the Candidate

After an extensive search, a candidate with over 10 years of experience in customer service leadership was selected. This individual had a proven track record of transforming underperforming teams and implementing data-driven strategies to enhance customer satisfaction and operational efficiency.

Outcome

The new Customer Services Manager quickly made an impact by implementing several key initiatives:

  • Team Reorganisation: The customer service team was divided into specialised groups, each focusing on specific types of inquiries, such as deliveries, returns, and product support. This increased agent efficiency and reduced response times.
  • Technology Enhancements: An upgraded CRM system was introduced, automating routine tasks such as order tracking and status updates, freeing up agents to handle more complex issues.
  • Training and Development: Regular training sessions were introduced, improving the team’s ability to resolve customer issues on the first call. The new manager also established a clear career progression path, which boosted morale and reduced employee turnover by 15%.
  • Data-Driven Adjustments: By analysing call data, the manager optimised staffing schedules to better align with peak times, reducing average wait times by 30% and improving first-call resolution rates by 20%.

Results

Within six months, the company experienced significant improvements in its customer service operations:

  • Customer satisfaction scores increased from 68% to 85%.
  • Average call response times were reduced from 10 minutes to 3 minutes.
  • First-call resolution improved by 20%, leading to fewer repeat calls and greater efficiency.
  • Employee turnover in the customer service department decreased by 15% due to improved leadership and clearer career development opportunities.

Conclusion

The recruitment of an experienced and proactive Customer Services Manager was a crucial step in transforming the company’s customer service helpline. Through enhanced leadership, operational improvements, and better use of technology, the helpline evolved into a highly efficient operation that improved both customer experience and employee satisfaction. NorthCo’s structured recruitment process ensured that the company found the right leader to deliver immediate and long-lasting results, positioning the business for continued growth and success.

Trevor Parker

Recruiting a Sales Director to Lead a National Field-Based Sales Team

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Case Study: Recruiting a Sales Director to Lead a National Field-Based Sales Team for AA Warranty Products

Overview

AA Warranty, a leading provider of vehicle warranty services across the UK, faced the need to revamp its national field-based sales strategy to improve business performance and drive sustainable growth. The company sought a new Sales Director to lead its national field-based sales team, comprised of both employed and independent regional sales representatives. The role required a leader who could manage a diverse and geographically dispersed team, restructure the sales approach, improve internal communication, and ultimately deliver a significant increase in sales.

Challenges

  1. Diverse Sales Team Dynamics: The sales team was a blend of employed regional sales reps and independent agents, each with varying levels of engagement, motivation, and performance. Managing and aligning this diverse group presented a significant leadership challenge.
  2. Strained Relationships: A lack of cohesion between the field sales team and head office had led to strained relationships, poor communication, and a disconnect in objectives, which in turn impacted performance.
  3. Unstructured Sales Process: The absence of a clear, structured sales process led to inefficiencies, missed opportunities, and a lack of accountability within the team. Sales reps were often working in silos, leading to inconsistency in customer engagement and follow-up.
  4. Growth Stagnation: AA Warranty’s sales performance had plateaued, and there was a need for fresh leadership to instil motivation, sharpen the sales strategy, and implement changes that could drive both new account openings and improved revenue generation.

Objectives

  • Recruit and onboard a high-calibre Sales Director with the leadership qualities and operational expertise to restructure and lead the national field sales team.
  • Foster better collaboration and communication between the field sales team and head office.
  • Implement a structured sales process to streamline efforts, improve performance, and ensure consistent communication with customers.
  • Increase sales through new account openings and enhanced customer engagement.

Approach

1. Defining the Ideal Candidate

The recruitment process focused on identifying a candidate with proven experience in leading mixed regional teams, specifically within a field-based sales environment. They needed strong relationship-building skills to manage both employed and independent reps, an ability to align team members with strategic business goals, and experience implementing structured sales processes to improve efficiency and outcomes.

The desired Sales Director had to possess:

  • A deep understanding of the automotive or similar industries.
  • The ability to lead and motivate a remote team.
  • Strong skills in relationship management, both with internal teams and external customers.
  • Experience in introducing new products to market and improving sales performance through structured processes.

2. Restructuring the Sales Team

Upon recruiting the new Sales Director, the first priority was to reorganise the team. The Director conducted a thorough assessment of the strengths and weaknesses of the employed reps and independent agents. This led to a strategic realignment where team members were assigned specific territories and target accounts based on their capabilities, ensuring better coverage and focus.

3. Building Relationships

One of the immediate initiatives undertaken by the new Sales Director was to improve relationships between the field-based reps and head office. This was achieved by:

  • Hosting regular, monthly sales seminars to bring together field staff and head office personnel.
  • Encouraging collaboration by inviting head office team members to join the Sales Director and regional reps on customer visits, promoting better understanding and alignment.
  • Implementing open communication channels, where head office staff could offer support and feedback to the field team.

4. Introducing a Structured Sales Process

The Sales Director developed and rolled out a structured sales process that included:

  • A focus on customer segmentation and targeted selling.
  • Clearly defined KPIs and reporting systems for regional reps.
  • The use of an independent outsourced appointment-setting agency to book meetings with new business prospects, ensuring that field reps had a steady stream of opportunities.
  • Enhanced point-of-sale materials and sales training to improve the team’s ability to close deals.

5. Motivation and Incentives

The Sales Director also introduced new incentive structures to motivate the team. Sales targets were aligned with individual capabilities, and bonuses were offered not only for hitting targets but also for meeting qualitative goals such as customer engagement and product knowledge.

Results

Within six months of recruiting the new Sales Director and implementing the above strategies, AA Warranty saw significant improvements across several key metrics:

  • Sales Growth: The company achieved double-digit sales growth, with a substantial increase in new account openings, particularly in underperforming regions.
  • Improved Team Morale: The field-based sales reps reported higher job satisfaction due to clearer direction, better communication with head office, and the new incentive structures.
  • Stronger Internal Alignment: Relationships between the sales team and head office were greatly improved. Head office personnel became more engaged in the field sales process and started to actively participate in customer-facing activities.
  • Enhanced Sales Process: The structured sales process provided better visibility into the sales pipeline, improved forecasting accuracy, and increased the reps’ accountability.

Conclusion

The recruitment of the Sales Director for AA Warranty marked a turning point for the company’s field sales team. By selecting a leader with the right experience and expertise, AA Warranty was able to restructure its sales operations, improve internal collaboration, and deliver impressive sales growth in a relatively short time. The case highlights the importance of aligning team structure, communication, and process to create a cohesive and high-performing sales organisation.

Trevor Parker

Rebuilding the Finance Function

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Case Study: Rebuilding the Finance Function for a PE-Backed Consumer-Focused Business

Challenge

During an interim assignment for a private equity (PE) backed consumer-focused business, the finance function had lost all credibility, presenting a serious risk to the organisation’s stability. Several critical issues had emerged:

  • Loss of control over ledgers: Debtors were mismanaged, resulting in a significant and ageing debt liability. Despite having ample cash reserves, the finance team consistently failed to pay suppliers on time. This created reputational damage and strained the company’s supply chain.
  • Missed deadlines and inaccurate financial data: The business faced challenges with meeting key accounting deadlines, including year-end filings. Inaccurate financial reporting had also eroded trust with the company’s bankers, further compounding financial risks.
  • Internal disarray: Financial information was both difficult to obtain and frequently unreliable. As a result, department heads resorted to creating their own financial data, leading to discrepancies and confusion, and distorting the overall financial picture.

Solution

NorthCo was engaged to rebuild the finance function entirely from the ground up, and this involved:

  • Key hiring initiatives: We recruited crucial roles, including a Finance Director (FD), a Financial Controller (FC), a Financial Planning & Analysis (FP&A) Manager, and several core processing staff. Each position was filled with experienced professionals with a track record of managing challenging financial environments.

Outcome

Within three months, the following milestones were achieved:

  • Finance Director (FD): NorthCo recruited a highly experienced FD who brought strategic financial leadership to the business. This new FD led efforts to reintroduce robust financial controls, spearheaded improvements in financial reporting, and rebuilt trust with internal and external stakeholders.
  • Financial Controller (FC): The FC took charge of revamping the entire accounting process, focusing on accuracy and compliance. They introduced systematic financial reporting procedures and improved the timeliness of monthly, quarterly, and year-end financial reporting.
  • FP&A Manager: We appointed a capable FP&A Manager to overhaul the company’s financial planning and forecasting. By implementing advanced financial models and conducting thorough performance analyses, they provided invaluable insights into business performance, supporting strategic decision-making.

Outcome Summary

Through strategic hiring, process improvements, and tighter controls:

  1. Restored credibility: The finance function regained the trust of key stakeholders, including investors, suppliers, and bankers.
  2. Timely and accurate reporting: The business met all critical accounting deadlines, and the finance team began delivering reliable and accurate financial information, eliminating internal discrepancies.
  3. Strategic insights for growth: With the newly formed finance team in place, the business was equipped with actionable insights and financial clarity, empowering leadership to make informed decisions that supported the company’s growth objectives.

NorthCo’s intervention stabilised the finance function, transforming it from a weak link into a strong foundation for the company’s future growth and success.

Trevor Parker

Recruiting an MD for a Niche Automotive Firm

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Recruiting an MD for a Niche Automotive Firm

Challenge

A niche automotive firm, owned by a family office, required a Managing Director (MD) to steer the company’s strategic direction, operations, and growth initiatives. This presented several challenges:

  1. Financial Strain: The previous management team had depleted a substantial portion of the allocated investment funds, necessitating the acquisition of additional capital to stabilise the company.
  2. Broad Skillset Requirement: The ideal candidate needed to possess a wide-ranging skillset, including expertise in international sales, dealer development, service management, manufacturing, branding, and marketing.
  3. Reputation Issues: Due to previous ownership, the company’s reputation had suffered, necessitating a compelling narrative to attract a high-calibre candidate to the role.

Solution

Trevor, our Managing Partner, utilised his renowned M.O.S.T format (Mission, Objectives, Strategy, Tasks) to craft a detailed job description. This structured approach ensured a comprehensive understanding of the skills and experience required for the new MD. The process involved:

  1. Mission: Define the overarching goal for the new MD – to revitalise the company’s market position and ensure sustainable growth.
  2. Objectives: Outline specific, measurable goals, such as increasing market share, improving operational efficiency, and enhancing brand reputation.
  3. Strategy: Develop strategic initiatives to achieve these objectives, focusing on expanding international sales, optimising dealer networks, and implementing robust marketing campaigns.
  4. Tasks: Identify the day-to-day responsibilities, such as overseeing manufacturing processes, managing financial performance, and leading the executive team.

Recognising the difficulty of filling this role, we leveraged our extensive network to identify candidates both within the UK and UK nationals working overseas. We focused on individuals with a blend of automotive industry experience, leadership skills, and a proven track record in driving business growth.

Outcome

Within six weeks, we successfully placed an MD who was eager to return to the UK after years of contracting overseas. The chosen candidate brought a profound understanding of the automotive market and a successful history of leading similar companies to growth and profitability. The new MD’s strategic vision and operational expertise revitalised the company’s prospects, paving the way for significant performance improvements and long-term success.

The MD implemented a series of strategic initiatives that not only stabilised the financial situation but also improved the company’s reputation in the market. Through effective leadership and a clear strategic direction, the company experienced a resurgence in market confidence and operational efficiency, setting a solid foundation for future growth.

Client Testimonial

“In the world of family investment, not everything goes to plan. We faced a challenging situation with one of our investments, and I turned to Trev to help stabilise the business. From the outset, Trev displayed exceptional leadership and a clear understanding of our needs. He delivered on every objective and went above and beyond by recruiting a new Managing Director. Trev ensured a smooth transition, handing over the business in a stronger, more stable position. His expertise and dedication were invaluable to us during this critical period.”

Trevor Parker

Recruiting a Financial Controller for an Insurance broker

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Challenge

An established insurance firm in the North West was facing a critical gap in its financial leadership, requiring an experienced Financial Controller to oversee its financial operations. Operating in a highly regulated industry, the firm needed to ensure strict compliance with evolving regulations while maintaining accurate reporting. The role required a professional with the expertise to manage the firm’s day-to-day financial activities, streamline reporting processes, and effectively handle regulatory compliance challenges.

The company’s previous financial leadership had been reactive rather than proactive, leading to inefficiencies in its financial processes. This raised concerns about meeting critical compliance deadlines and affected the accuracy and timeliness of financial reporting. Given the tight regulatory environment in which the insurance industry operates, even minor lapses could result in severe penalties, reputational damage, or operational restrictions.

The firm needed to appoint a Financial Controller who could step in quickly, provide strong leadership, and bring the necessary expertise to overhaul the company’s financial operations. This role required significant experience in UK insurance finance and a deep understanding of regulatory frameworks including Cunsumer Duty Reporting.

Solution

We used our extensive network and deep expertise in the insurance sector to identify candidates who met the firm’s specific requirements. Our process began with a detailed assessment of the company’s immediate challenges, financial goals, and regulatory needs. This allowed us to create a precise candidate profile, focusing on those with extensive experience in insurance finance, regulatory compliance, and risk management.

We sourced candidates who had demonstrated success in optimising financial systems and implementing best practices in regulatory compliance. Leadership qualities were also a critical focus, as the company needed a Financial Controller who could not only manage financial operations but also mentor and uplift the finance team.

Through a rigorous selection process, we screened candidates with proven expertise in financial analysis, risk management, and leadership in the insurance sector. Each candidate was evaluated for their ability to implement robust financial controls, streamline reporting, and ensure full compliance with the strict regulatory environment of the UK insurance industry. Within three weeks, we presented a shortlist of highly qualified professionals, from which the company selected a Financial Controller with over 15 years of experience in the insurance sector.

Outcome

The appointed Financial Controller made an immediate impact, swiftly identifying inefficiencies in the company’s existing financial processes and implementing improvements. They optimised financial reporting systems, significantly reducing the time taken to prepare accurate financial statements and enhancing the visibility of key financial metrics for senior management. This provided the company with a more transparent view of its financial health, enabling informed decision-making.

In terms of regulatory compliance, the new Financial Controller proactively reviewed the firm’s adherence to industry regulations. They introduced a compliance calendar and automated processes that ensured the company consistently met regulatory deadlines. This led to an improved relationship with regulatory bodies and a smoother process for audits, reducing the risk of fines or operational disruptions.

The new hire’s expertise in risk management also had a significant impact. By refining cash flow management and forecasting, the firm was able to maintain stronger financial reserves, reducing exposure to financial risks and allowing for more strategic investments. The introduction of tighter controls improved financial discipline across the company, contributing to long-term stability.

Additionally, the Financial Controller took on a leadership role within the finance department, providing mentorship and driving a culture of continuous improvement. This helped foster a more collaborative and proactive team environment, where regulatory compliance became a shared responsibility. The finance team became more efficient and aligned with the company’s broader business goals, further enhancing the firm’s operational performance.

As a result, within a few months of the new Financial Controller’s appointment, the company saw significant improvements in its financial processes, reporting accuracy, and regulatory compliance. The firm is now well-positioned to navigate the complexities of the insurance industry with a more streamlined, compliant, and financially healthy operation.

This case highlights our ability to quickly identify and place top-tier talent, addressing immediate operational needs while setting up our clients for long-term success. Through a tailored approach and an extensive industry network, we delivered a solution that transformed the company’s financial operations and ensured ongoing regulatory compliance.

Trevor Parker

Honouring a guarantee.

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Honouring a guarantee.

Challenge

We had previously recruited a Financial Controller for our client who could eventually, after 2-3 years step up into a much more senior role. Unfortunately, due to circumstances outside of the control of the client, they needed the FC to step up immediately and certainly within months, this was unrealistic for the incumbent FC.  

Recognising the expectations of the role were significantly above the original brief the client decided that they must increase the package on offer and recruit a replacement for the FC.

Solution

We started a whole new search, and despite this being a new brief at an increased salary, we honoured the original guarantee with no further fee due from the client.

Outcome

Within three weeks, we successfully replaced the Financial Controller with an experienced Finance director.

Trevor Parker

Recruiting a Commercial Director for an online sports retailer

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Recruiting a Commercial Director for an online sports retailer

Challenge

Our client, a £30m turnover privately owned business, required an experienced commercial director to assume responsibility for procurement including product selection and pricing.

Specific Challenges:

1. The founder was currently undertaking this responsibility and by her own admission, was unlikely to be able to step away easily.
2. The business had outgrown the somewhat “gut feel” approach to procurement.  As volume requirements grew, errors became more significant, the client required a data driven approach.
3. 95% of the products were sourced from overseas, mainly China with little to no quality control, quality had been built by reputation and trust. This was a challenge, because we felt it was important to recruit a person who respected the history, rather than an individual who wanted to do things their way and sacrifice those relationships for the sake of a process.  

Solution

As always, the M.O.S.T model was created, so we could understand the role properly.

We conducted a targeted search to identify candidates with extensive experience firstly looking at online sports retailers and then looking at businesses who also procured FMCG’s from China

Outcome

Within four weeks, we secured a Commercial Director from a leisure goods business although they didn’t have direct experience in the particular product, this worked well, by allowing the founder to maintain control of product choice, while the new Commercial Director added a data driven approach to the entire commercial process of the business.

Recruiting a Head of Compliance for a PE-Backed Specialist Automotive Insurance Business.

Challenge

A specialist automotive insurance business, backed by private equity (PE), required a Head of Compliance to ensure regulatory adherence and risk management in a highly regulated industry.

Solution

We targeted candidates with a strong background in compliance within the insurance sector, familiarity with regulatory frameworks, and experience in PE-backed environments.

Outcome

Within four weeks, we placed a Head of Compliance with a comprehensive understanding of regulatory requirements and a track record of implementing effective compliance programs. The candidate’s expertise in navigating complex regulatory landscapes and implementing robust compliance frameworks ensured the company’s operations remained compliant, mitigating risks and safeguarding its reputation. The Head of Compliance’s strategic approach and proactive measures not only ensured regulatory adherence but also enhanced operational efficiency, enabling the business to thrive in a competitive market environment.

Trevor Parker

Recruiting a Managing Director for an Online Insurance Brokerage

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Our client, a niche online insurance broker of modest size, required a sales-oriented Managing Director (MD) to replace the incumbent MD. This scenario presented several specific challenges:

1. Confidentiality: Maintaining confidentiality was paramount since the existing MD was still in place. This necessitated discreet handling of communications, even with internal staff at our client’s organisation.
2. Regulatory Environment: The insurance sector’s regulatory compliance is critical, yet balancing this with the need to generate income and ensure profitability was essential. Thus, finding a candidate with the right blend of regulatory acumen and commercial drive was vital.
3. Small Business Dynamics: While the current business was modest, it was under private equity (PE) ownership, presenting significant growth potential. The new MD needed to be adept at navigating the intricacies of a small business poised for expansion under PE guidance.

Solution

Our approach was methodical and strategic, beginning with the creation of a M.O.S.T. (Mission, Objectives, Strategy, Tasks) format role profile. This comprehensive profile served as the foundation for identifying the ideal candidate.

We then conducted a targeted search to identify candidates who demonstrated the following:

• Strong regulatory discipline, ensuring compliance without compromising commercial goals.
• Experience in small business environments, with a proven track record of fostering growth.
• Leadership in sales and marketing within the financial services sector, essential for driving business development and profitability.

Outcome

Understanding the appeal of joining a team with substantial growth prospects under PE ownership, we emphasised the potential rewards of such an opportunity. Within four weeks, we successfully secured an experienced Sales and Marketing Director from a financial services background. This candidate was not only ready to step up to the role of MD but also excited about contributing to the business’s growth trajectory.

By meticulously balancing confidentiality, regulatory requirements, and the unique dynamics of a small, PE-backed business, we were able to identify and recruit a candidate who met all critical criteria, ensuring our client’s continued success and growth.