As a member of the board of trustees for the Lancashire entity, my specific remit is to help support, guide and steer the executive to ensure that the organisation has the clarity of purpose around its Business & Talent Strategies, Service Proposition and Growth Planning along with overseeing Governance and an extensive Change programme.
Steering and challenging the business and its leaders through a period organisational transformation & growth, Business has grown significantly over since January 2016. Key milestones on the evolution of the business have been; Strategy growth and evolution towards a broader talent RPO proposition, Organisation restructure from a a geographical based M&E temp and perm provision to a national niche specialist sector approach, retaining the localised blue collar M&E core , Development of a 5 year business strategy for growth to 2023 including annual ‘critical path planning, Chairing Boards, Introduction of a new organisational structure including a leadership & management framework, Introduction of a Strategic Sales platform and Key Account Management process and Design and implementation of a 14 metric business dashboard.
Working within Kinetic PLC as part of a tight senior management team with ‘executive’ responsibility for; Sales & Marketing, Strategic business development, business improvement, strategic planning, and Product Development; Leading a Transformation and Change Programme for core business value proposition, Devising and leading Strategy Development & Continuous Improvement initiatives, Owning and Leading Sales and Marketing strategy for all core business division and Managing sales across.
4 divisions – temp/contract/perm with 80staff, 690clients, >150placeemnts and >1000 contractors at peak. Resulting in; a 95% increase in turnover and EBIT increase of 520% to £1.24mover 3 years, development of a new permanent proposition contributing £8.1m gross profit and £3.44m EBIT over 7 years and managed the business through the 09/10 recession via a cost reduction and management programme to achieve an EBIT of £.94m in 11/12
Developing a clear 5-year strategy for growth and 18 months ‘critical path’ transformational change plan to evolve the business from a ‘high volume low margin contingent only proposition’ into an attractive ‘quality led value-adding proposition’ business increasing enterprise value 10x to a £2m+ EV.
Designed & implanted a bespoke Key Account Management programme to SMT to maximise the potential of clients and secure long term contracted revenue, designed and trained in a new permanent recruitment proposition, and advised on the evolution of structure, brand, proposition, and culture.
Engaged to help shape a 4 year strategy for growth to take the business out of R&D and to achieve significant profitability targets, including bringing clarity around the funding requirement and bring focus and direction to setting corporate goals and ensuring that the business and executive achieve both financial and non-financial targets. Milestones were also mentoring/coaching the business principals’ personal and professional development.
Mentoring a number of Academy Managers (of the 92 in the professional game) as part of the Elite Academy Managers’ (EAM) Development Programme, providing face to face and remote support in Professional Skills and Business Performance which dovetails with 2 sports and specialist mentors and 2 professional sports sponsors, working with the Academy Managers to enable them to deliver their core purpose; “To drive the vision of the academy through strategic planning, operational management and good leadership of people. Provide leadership to all areas of the academy so that it is able to deliver well-rounded, footballers into the professional game”
Working with key process owners in the organisation to support the growth and development of the trust. The immediate focus is to be on Talent Management to help reduce cost per hire and time to hire, decrease agency spend, and improve retention. Advising on talent technology (ATS and VMS) and agency supply chain management.
A key role spanning multiple end client, 3rd party and internal stakeholders that focussed on the development and delivery of a high standard of recruitment services to the client in line with agreed service levels, a key component of which is to design innovative sourcing strategies to attract candidates from within the market place in a cost-effective manner. The client saw a resultant time to hire reduction of 38% (91 to 56 days) and a cost per decrease of 24%.
Engaged by the business owner to help shape corporate and commercial approach across 3 businesses (two existing one start up) in the group of companies, including exit planning for exit events in 2023 & 2025 and advised on new Corporate Structure, Tax, Audit and Accounting partner appointment.
Engaged to explore the potential of the group having an Invoice Finance & Back Office Support proposition for the UK recruitment marketplace; Development and design of the 3 year strategy for growth, Financial Modelling, securing £3m back to back funding, Market research, partner selection and proposition development. Milestones led the project to take the newco from concept to trading reality in <12 months. Deliverables included; Recruitment of business MD, Review and selection of both Invoice Finance and Bill & Pay Software, Holistic development of business processes and procedures and Creation of the business dashboard metrics. The business was successfully launched on time and within budget and from a standing start in under 12 months.