3. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
Where did it all begin?
*Sir John Harvey Jones (ex CEO ICI) 110m loss to 1bn profit.
The first recognized Turnaround Expert
Interim Management began in Holland in the 80’s, Restrictive
Employment legislation.
*Companies carving out layer upon layer of middle and senior
management. End of the concept of one company one career.
*Many of these managers reengaged as “Consultants” by their
old firms as they began to grow again, nervous about adding
fixed cost to their businesses.
*Fast forward to second half of the 90’s and those lean
businesses are fighting for talent.
*Senior execs walking away from big careers to set up dotcom
businesses. Boards put together overnight
Y2K – Opportunity for the IT industry to print money
Search and Professional Service firms jump on the interim
band wagon, Harvey Nash, Odgers, Robert Walters, PwC,
Boyden, E&Y Creation
THE INTERIM MANAGEMENT ASSOCIATION
*20 years later 280 “interim Management businesses” And it’s
estimated to be a £1.5bn industry in the UK alone
Established tool in business – Most companies 20m+ t/o have
used one.
4. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
Self
Explanatory.
Delivery in days
not months.
Need to know
your talent pool
INTERIM v SEARCH
Day 1 - 3
Client briefing
Weeks 1 - 3
Client briefing
Begin thorough research process
Begin the search & interim identification process
Long-list completed
Shortlist completed & sent to client for initial feedback
Day 4 - 10
Meetings arranged between interim executive and client
Weeks 4 - 6
Interviews/telephone calls between headhunter and long-list candidate
Shortlist presented to client
Client Interviews begin
Successful interim selected screened and contract offered
Week 6 - 10
Day 10 - 15
Candidate 2nd/3rd interviews completed
Start date agreed
Contract reviewed and signed
Interim Executive starts
Week 10 - 12
Offers Made
Week 12 - 26
Candidate starts
6. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
Established “old
school” Exec Search
business. Partners
naive about new
world of internet
and impact of 911
Global opportunity
within Boyden. Lack of
International ambition
to build interim
management brand
globally
Advised business was
heading towards insolvent
position. Fiduciary duties
and all that! Need to
protect reputation and
integrity, Could I buy
business?
Me! Lack of
experience but
loads of ambition.
Naïve about state of
parent company.
Director at 27.Huge
opportunity
Growing reputation and
relationship with RBS
relationship Manager. He
saw I was on to something
and my plan was worth
supporting
7. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
2000 – 2008
40% compound annual growth.
All about the Team. Strong
Employee engagement.
Rebranded business from Boyden
to Alium. Exited franchise
relationship with Boyden who
showed no global ambition in
relation to Interim Management.
Getting ahead of ourselves,
looking at acquisitions, overseas
offices, mergers! Should have
stuck to the knitting and focused
on UK market only.
Late 2008/early 09. World stopped.
Initially business resilient BUT
dealing with adversity. Private sector
then public sector dropped off.
Didn’t react quickly enough to scale
back to meet the ‘new’ market. Still
growing in short term, t/o now
£14m. Employees nervous,
shareholders/directors with
different agendas. Picture becoming
increasingly hazy. Bank pulling back
on all facilities not being utilized.
Initially cash rich but soon to be cash
poor as clients seize up on payment
terms.
Multiple issues - resources, pay,
performance, service, admin
overheads, bank, shareholders etc.
Time to gain clarity and take the big
the decissions.
Exit long-term partner
Deal with debtors
Cut pay and team by a third
Deliver value to the Shareholders
SOLD to INVESTOR in 2010
8. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
ON THE BEACH!!
CRUICIAL THINKING TIME ABOUT WHAT TO DO
NEXT
REAL CLARITY ON WHERE THE OPPORTUNITY WAS
IN THE MARKET
Opportunity to do something different
Majority of Interim businesses Me2 generalists
No real differentiation between any of the majors
USP became the size of their database, All a bit dull
Old Guard firms had either died or disappeared or
were distressed
9. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
People & Partners
Peter Sanderson (Boyden & Alium)
William Rogers (RBS)
Lisa Hobbs (Boyden, Alium and Hemming Robeson)
Key relationships crucial to success.
Peter Sanderson 2000- 2009.
Employee then part of buy out team. Huge experience as international board director.
Process driven, marketer, business development.
Lisa Hobbs 2003 – now
Process driven, marketer, biller, current business partner in Hemming Robeson.
Piers Marmion – 2008
Helped me see wood from the trees when I had to make big calls post Lehmans
William Rogers – RBS Relationship Manager 2002 – 2007
Interested in business model, helped secure buy out 2003, opened relevant doors within bank
for funding (invoice discounting)
11. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
o Opportunity to do something different
o Majority of Interim businesses Me2 generalists
o No real differentiation between any of the majors
o USP became the size of their database
o Old Guard firms had either died or disappeared
o Hemming Robeson delivers Board and Board -1 mandates only
o A systematic and rigorous in-house interview programme
o From 2200+ face to face interviews 590 selected as Hemming Robeson “Partners”
o Rigorous selection process 92.5% applicants not accepted
o Psychometric Assessment, 90 second video profile, Peer Endorsement, References
12. www.hemmingrobeson.com
info@hemmingrobeson.com
020 3651 6993
I Hate CV’s!!
Setting up Hemming
Robeson.
Organisations scrabbled to
find any business at any
cost
Interim went large and lowdown
Clients failed to see
differentiation
Senior interims increasingly
disillusioned
Opened up a space at the
top – “exactly the space
that had been vacated’
Premium positioning
Bank of selected interims
Different approach (videos,
assessments, 92% rejected)
Highest standards client of
service
Board & Board - 1
Satler and WaldorfForrest Gump young & inexperienced naive; became Director at 28Amazing Opportunity to build an interim business under a global brandHowever!! Within 12 months recognised that the group business heading towards insolvencyReputation ManagementLight bulb moment to attempt to buy the business with bank supportAchieved a buy-out in 2003 – with MBNA, Egg credits cards! Raised £250,000 with 3 partnersBank’s support; unusual story mostly we hear negative stories, but in this case etcAbout relationships
Opportunity to do something differentMajority of Interim businesses Me2 generalistsNo real differentiation between any of the majorsUSP became the size of their databaseOld Guard firms had either died or disappearedHemming Robeson delivers Board and Board -1 mandates onlyA systematic and rigorous in-house interview programme From 2200+ face to face interviews 590 selected as Hemming Robeson “Partners” Rigorous selection process 92.5% applicants not acceptedPsychometric Assessment 90 second video profilePeer EndorsementReferences
Setting up Hemming RobesonOrganisations scrabbled to find any business at any costInterim went large and low-downClients failed to see differentiationSenior interims increasingly disillusionedOpened up a space at the top – “exactly the space that had been vacated’Premium positioningBank of selected interimsDifferent approach (videos, assessments, 92% rejected)Highest standards client of serviceBoard & Board - 1
