Europe Survey Report

The Interim Report:Research and Analysis on theEuropean Interim Management Market

Contents

Page

Introduction 1

Research Objectives and Methodology 2

Defining Interim Management 2

Current Trends 3

Interim Manager Profile 6

Interim Management Billing Rates 9

Sourcing Interim Management Assignments 11

Type of Agency 12

Drivers of Interim Management Engagement 13

Most Important Qualities in an Interim Manager 16

Client Data 17

Conclusion 18

1

The pressure on companies today to deliver results quickly and at reduced cost has onlyincreased amidst the challenges of the global economy. Recent economic conditions havebrought about headcount reductions, hiring freezes, outsourcing, and reorganisations thatsimply exacerbate existing pressures. Optimal resourcing is always a corporate priority, butperhaps never more so than today.

In our business, we have seen the number of managers and executives registered with us forinterim work rise from a few thousand in the UK in 2000 to over 100,000 globally today. Weobserve significant differences in the recognition and adoption of interim management bycountry, and even by region within each country. In some markets – the United Kingdom,Belgium and The Netherlands for example – interim management is a well-established way ofworking, and of sourcing executive talent. In Southern European territories and Asia Pacific,the concept is at an earlier stage of development that shows much promise. Variations interminology, contract structure and local employment law make global interim management adiverse and compelling field for study.

Reliable information about growth and trends in the field of interim management has notalways been readily available. Back in 2000, Executives Online worked in conjunction with theInstitute of Management Consultancy to commission a study with Sambrook ResearchInternational on the interim management market in the United Kingdom. The Sambrook Reporton UK Interim Management was published in 2000. In 2004 and 2006, respectively, ExecutivesOnline published In the Interim and the first edition of The Interim Report. In 2007 we updatedThe Interim Report with new information, and in 2009 we published Interim ManagementTrend Update.

Now in 2011 we have undertaken a new survey to keep abreast of the trends in this fast-moving arena. We are excited to share this new information with you, and hope that it willaddress questions you might have regardless of your perspective: as an interim manageryourself, as a company that has found great value in interim management, or as a companythat may not yet realise how valuable interim management could be as part of your resourcingstrategy.

Anne BeitelManaging DirectorExecutives Online

Introduction

Research Objectives and Methodology

2

Objectives

Our research aimed to answer a variety of questions aboutinterim management:

• What is the typical profile of an interim manager in termsof gender, age, background, experience, and how theysource assignments?

• How has the global recession affected the utilisationand pay rates of interim managers?

• What qualities are most important in an interimmanager?

• What needs drive companies to seek interimmanagement solutions?

• What types of companies engage interim managers?• How often do interim managers work as part of a team,

and what type of work necessitates a team of interimmanagers?

• How important are interim management providers andother recruitment agencies in connecting clients andinterim practitioners?

• What variations are evident among these measuresfrom one European country to another?

Defining Interim Management

For the purposes of this report we define interim managementas being: the provision of a mature, professional manager, wellqualified by relevant skills, practical experience and attitude,either to deliver a specific business result within a limited timeperiod, or to fill a gap in permanent staffing.

Survey Methodology and Timings

Our survey was conducted online in February of 2011, viaan online questionnaire to 1,156 Europe-based interimmanagers and the clients who employ them. Interimmanagers from Austria, Belgium, Bulgaria, Croatia, Cyprus,the Czech Republic, Denmark, Estonia, Finland, France,Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia,Lithuania, Luxembourg, Malta, Norway, Poland, Portugal,Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland,The Netherlands and Turkey participated in the survey. Incountries where Executives Online operates – Belgium,France, Germany, Ireland, Italy and The Netherlands –sufficient response was received by country to allowreporting of many figures at the country level. We includedata from our UK survey for comparison in these breakoutfigures.

The recessionary constraints apparent inour last survey appear to have liftedsomewhat, with European interimmanagers reporting stronger utilisationand a general feeling of being more busy.However the impact continues in feweryounger interim managers entering theprofession, and openness to permanentemployment still running strong.

In this report, percentages may not add to 100% due to rounding.

Interim Manager Current Work Status by Country

40% 23% 28% 25% 33% 24% 29%

17% 19% 24% 29% 15% 19% 15%

9% 11% 10% 6% 13% 18% 9%

34% 46% 38% 39% 39% 39% 47%

Employment Status

At the time of our 2011 survey, just over a quarter of Europeaninterim managers were working in full-time assignments. Another13% were working full-time via a combination of part-timeassignments. Another fifth was engaged part-time. Almost 40%were not on assignment. These figures compare favourably to

3

Current Trends

Not on assignment – 48%Full-time assignment – 27%Part-time assignment – 19%Full-time, on combination of part-time assignments – 6%

48%

27%

19%

6%

Current Status

Not on assignment – 39%Full-time assignment – 29%Part-time assignment – 19%Full-time, on combination of part-time assignments – 13%

39%

29%

19%

13%

Current Status

2009 when overall utilisation was lower with 48% of interimmanagers – almost half – not on assignment. Part-timeassignments are playing an increasing role in interim executives’portfolios of work, with almost one-third of the interim managerssurveyed engaged in one or more part-time engagements.

Working in full-time assignment

Working in part-time assignment

Working full-time, but as combination ofmultiple part-time assignments (portfolio)

Not on assignment

Belgium France Germany Ireland ItalyThe

NetherlandsUnitedKingdom

By country in which Executives Online operates, overall utilisationis similar with circa 60% of interim managers surveyed engagedin work. Interim managers in France are less utilised than their

European colleagues; interim managers in Belgium are slightlybetter utilised.

2009 2011

Providing more evidence of some recovery in the Europeaninterim management sector, interim managers’ perceptions ofhow in-demand their services are continue to reflect a “morebusy” state, compared with 2009 when half found themselvesless busy than a year ago.

Less busy than a year ago – 49%About as busy as a year ago – 30%More busy than a year ago – 21%

21%

30%

49%

In terms of demand for your services, are youfinding yourself:

Less busy than a year ago – 37%About as busy as a year ago – 34%More busy than a year ago – 29%

29%

34%

37%

In terms of demand for your services, are youfinding yourself:

2009 2011

4

Length of Last Assignment by Country

Length of Last Assignment

Length of Assignment

Overall, assignments have lengthened by an average of onemonth’s duration since the time of our last survey in 2009.Interim management assignments can run the gamut from

18%21%

16%18%

30

25

20

15

10

5

00 – 3months

3 – 6months

6 – 9months

9 – 12months

Percentage

12%

12 – 18months

5

16%

18months+

Belgium France Germany Ireland Italy

In individual European countries the distribution of assignmentlengths is slightly different. The most mature markets, Belgiumand The Netherlands, show fewer assignments over 18 monthsin length and thus conform to a more classic definition ofinterim work. France, Germany and The Netherlands haveapproximately half of all assignments between 3 and 9 months,a very typical length of assignment. Very short-term

assignments are prevalent in Ireland, with almost half of allassignments running less than 3 months; paradoxically Irelandalso shows a cluster of longer-term assignments (as does Italy).More research might identify whether these are fixed termcontracts labelled interim management – something we seegrowing in Executives Online’s UK business.

20% 12% 14% 49% 16% 16% 23%

21% 17% 26% 12% 15% 26% 24%

14% 23% 23% 6% 13% 18% 16%

24% 18% 14% 6% 21% 17% 12%

8% 13% 7% 8% 14% 14%25%

13% 17% 15% 20% 22% 10%

0 – 3 months

3 – 6 months

6 – 9 months

9 – 12 months

12 – 18 months

18+ months

TheNetherlands

UnitedKingdom

short-term projects of a few months to longer-term initiativesspanning years. The average assignment for a Europeaninterim manager is 9.3 months.

Age

60-695%

50–5940%

40–4941%

20–29 1% 70+ 0.4%

30–3913%

2009

Age

60–6910%

50–5939%

40–4939%

20–29 1% 70+ 0.2%

30–3910%-

2011

Female10%

Male 90%

Gender

6

Interim Manager Profile

Gender

The interim management field draws a disproportionatenumber of men, with 90% of our Western European surveyrespondents being male. Belgium, The Netherlands and Italyshow participation of women in interim management at levelsvery near the European average. Elsewhere, the proportion ofwomen among interim managers varies: in France it is 16%; inGermany, 7%; in Ireland, 13%.

Age

Interim managers tend to be seasoned executives, with almosthalf of respondents aged 50 or more, and an average age of 49.Almost 40% of respondents fell into the 40-49 range, and just11% were under the age of 40. These figures are virtuallyunchanged from 2009, except for a slight shift towards older and

more experienced interim managers. We interpret this as asymptom of the uncertain economic climate, which may bedeterring younger managers and executives from leaving thesecurity of employment to commence a career in interimmanagement.

7

Years of Experience

Interim managers bring years ofexperience to their assignments; theaverage respondent had 5.6 years ofexperience as an interim manager, andthis figure does not include additionalyears of experience as an employedexecutive. Over half of survey respondentshad more than five years of experience asinterim managers. Reflecting the growthtrend in the field of interim management,though, another 38% of respondents hadtwo years or less of experience, havingbroken into the field relatively recently.

Years No. of Experience Respondents

20+ 3115–19 2710-14 695-9 1663-4 1421-2 261Less than 1 12

23%

20%

37%

2%

Years Experience

10%

4%4%

Years No. of Experience Respondents

20+ 3815–19 4910-14 1245-9 1953-4 1661-2 288Less than 1 66

21%

18%

31%

7%

Years Experience

13%

5%4%

2009

2011

Yes, I could be interested if it was the rightopportunity – 81%

No, I am 100% committed to interimmanagement – 19%

81%

Permanent Job?

19%

8

Desire for Permanent Employment

Just 19% of interim managers are committed to the field ofinterim management and would choose to continue in thatrealm. The remainder said they could be interested inpermanent employment if the right opportunity presented itself.Commitment to interim management has risen slightly sinceour last survey in 2009 when 16% reported being completelycommitted to interim management.

Commitment to interim management is higher in countries with a

longer history of interim management as a way of engaging in

executive work, such as Belgium and The Netherlands. Despite

the more structured nature of interim work in France – with

short-term employment contracts specifically tailored to interim,

and high social insurance costs – and its newness as a

resourcing option, the commitment level of interim managers in

France is similar to more mature markets.

Attitude Towards Permanent Employment by Country

Belgium France Germany Ireland Italy

73% 78% 84% 86% 84% 78% 69%

27% 22% 16% 14% 16% 22% 31%

Yes, I could be interested if itwas the right opportunity

No, I am 100% committed tointerim management

TheNetherlands

UnitedKingdom

Interim Management Billing Rates

9

Changes in Billing Rate

When we surveyed European interim managers in 2009, over40% of survey respondents indicated that their billing rates hadremained largely the same compared to last year, and another15% said that they were billing at a higher rate. As acounterbalance, however, 42% of respondents were facing lowerbilling rates. In 2011, billing rates appear to have levelled out,with 62% reporting they are billing about the same as the yearbefore, and only 24% billing less. The average European interimmanager in our study earns €756 per day. The distribution ofdaily rates Europe-wide and by country are broken out in thefollowing charts.

More – 15%About the same – 43%Less – 42%

43%

15%

Change in Daily Rate?

42%

2009

More – 14%About the same – 62%Less – 24%

62%

14%

Change in Daily Rate?

24%

2011

139 14%

93 10%

105 11%

100 10%

113 12%

108 11%

70 7%

96 10%

31 3%

37 4%

70 7%

962 99%

Under €400

€400-€499

€500-599

€600-699

€700-799

€800-899

€900-999

€1,000-1,099

€1,100-1,199

€1.200-1,299

€1,300+

Total

Respondents %

Day Rates Across Europe

10

Billing Rate Differential by Countryand Functional Area

Some variation in daily rate is evident by role orfunctional area, with European interim ManagingDirectors earning the highest daily rates, followed byCommercial Directors and General Managers.(Many more roles and functions are represented inour study, however insufficient responses werereceived in each to provide a significant enoughdata set.)

Belgium €790

France €465

Germany €907

Ireland €621

Italy €566

The Netherlands €905

United Kingdom €705

Country Average Billing Rate

Change Management €922

Commercial Director/General Manager €728

Finance Director €712

HR €747

MD/CEO €972

Programme/Project Management €651

Sales and Marketing €633

Functional Area Average Billing Rate

* In France, because most interim executives are employed on short-termcontracts, rather than billing day rates via limited companies, we asked thisquestion as monthly salary. The average monthly interim salary in France was€9,295 which (assuming a 20-day month) equates to a daily rate of €465.

** The average UK interim manager earns £621 per day, converted toEuros at April 2011 exchange rates equals €705

*

**

11

Sourcing Interim Management Assignments

Over seventy percent of the interimmanagers surveyed had sourced theirmost recent project on their own, with justover a quarter having made use of interimor recruitment agencies. Compared to2009, when the agency share was 23%,the agency share of the market has grown.This may be reflective of the increasingmaturity of interim management as arecruitment specialty and way of working innumerous European markets.

Via an interim or recruitmentagency – 29%

Generated the opportunitymyself – 71%

29%

Source of Last Assignment

71%

Source of Last Assignment

Self

Agency

SelfSelf

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Percentage of R

espo

ndents

Agency Agency

Self

Agency

Self

Self

Agency Agency

Belgium France Germany Ireland Italy TheNetherlands

Self

Agency

UnitedKingdom

Belgium, The Netherlands and Germany appear to have amore active interim management recruitment industry, withagencies supplying larger shares of assignments thanelsewhere. This is no doubt due to the longer timeframe over

which interim management has been developing as a way ofworking and a valid career choice, compared to markets suchas Italy and France which are at an earlier stage.

12

Within the agency sector, interimmanagement specialist providers have thedominant share. Among interim managerswho in the past two years sourced interimwork through an agency or recruitmentbusiness of some type, recruitmentpractices specifically focused on interimmanagement have a 69% market share.Large management recruiters have anearly 20% share, with more generalistrecruiters and professional services firmshaving under 10% of the market each.

Social media is playing an increasing rolein connecting interim managers with work.Fully 28% of interim managers we surveyedhad sourced an assignment via a clientwho reached out to them over LinkedIn,Xing or another social or businessnetworking site. Most reported this as agrowing phenomenon.

Interim management agency -specialist on the type of roleneeded – 29%

Interim management agency -generalist (able to place alltypes of interim roles) – 29%

Large management recruiter(example Michael Page,Hudson) – 19%

Interim management practice,part of firm with other executiverecruitment services – 11%

Professional services firm(example Big 4, otheraccountancy firms, etc.) – 9%

Large Recruitment ProcessOutsourcing firm (examplesAlexander Mann, Capita) – 3%

11%

Type of Agency

29%

9%

29%

19%

Type of Agency

3%

13

Drivers of Interim Management Engagement

A range of organisational gaps or imperatives can drive theneed for an interim manager within a company. Wheninterim managers were asked to specify the “primarydriver” for their client’s hiring them for their most recentassignment, the two most common reasons were changemanagement (33%) and crisis management (18%). Other

factors driving more than 10% of assignments were skillsgaps (12%) and the need to implement a major initiative.The most traditional or “obvious” reason for engaginginterim managers – a temporary absence, or slowpermanent recruitment – were not so important as the mainreason for the engagement.

Primary drivers of clients’ engagement of interim managersis broadly quite similar across multiple European countries,with change management and crisis management the

leading reasons. Skills gaps take a back seat to crisismanagement in Belgium and France, whereas in Ireland,skills gaps are the second most important driver.

Change management: to lead a major improvement/transformationproject – 33%

Crisis management: to address urgent and majorissues/turnaround – 18%

Implementing a major initiative (product launch, relocation) – 15%

Temporary "skill/competence" shortage – 12%

Temporary management "capacity" shortage – 7%

Strengthening a project team – 7%

Bridging time needed to hire someone permanently – 6%

Bridging time needed to fill a temporary absence (illness,secondment) – 3%

3%

33%7%

18%

Main Reason for Engagement

6%

15%

7%

12%

Reasons for Engagement by Country

Belgium France Germany Ireland ItalyThe

Netherlands

Change management: to lead a majorimprovement/transformation project

Crisis management: to address urgent and majorissues/turnaround

Implementing a major initiative (product launch,relocation)

Temporary "skill/competence" shortage

Temporary management "capacity" shortage

Strengthening a project team

Bridging time needed to hire someonepermanently

Bridging time needed to fill a temporary absence(illness, secondment)

UnitedKingdom

30% 35% 28% 40% 31% 42% 19%

20% 22% 17% 11% 18% 16% 7%

14% 15% 12% 11% 15% 13% 8%

7% 9% 15% 23% 13% 12% 42%

7% 3% 8% 4% 8% 4% 6%

5% 5% 8% 4% 10% 5% 4%

9% 6% 8% 2% 3% 4% 7%

7% 3% 3% 4% 2% 3% 8%

14

Asked about “all factors involved” in driving their lastinterim management engagement, responses wereconsistent with the “primary driver” answers, but additionalimportant reasons included strengthening a project team,

and gaining extra management capacity – an extra pair ofhands. Again, sudden temporary absences were factors inonly a small portion of assignments.

Looking at what types of roles European interim managers takeon, whether general management, functional management,programme or project management, or subject matter expert,the share of each in the market is almost equal, with executivemanagement roles (general or functional) leading project roles.Aligning with the reasons clients engage interim managers,where skill/competence shortages were somewhat importantreasons, we see interim managers engaged to assume roleswhere they impart a specialist area of knowledge or skillcomprising 25% of assignments.

51021%

40617% 353

15%34314%

600

500

400

300

200

100

0Change

management: tolead a major

improvement/transformationproject

Implementing amajor initiative(product launch,

relocation)

Crisismanagement: toaddress urgentand majorissues/

turnaround

Temporary"skill/competence"

shortage

All Reasons for Engagement

Num

ber o

f Mentions

29012%

Temporarymanagement"capacity"shortage

1426%

Bridging timeneeded to hiresomeone

permanently

18%100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Type of Role

61 3%

Bridging timeneeded to fill atemporary

absence (illness,secondment)

29112%

Strengthening aproject team

25%

28%

29%

Programme or ProjectManagement role – 18%

Expert / Consultant (youwere engaged to bringspecific specialistcompetencies) – 25%

Functional Managementrole (CFO, MarketingDirector, HR Director) –28%

General Management role(for example CEO, MD,Country Manager, DivisionManager) – 29%

15

Yes 18%

No 82%

Do you work as part of a team?

Interim managers tend to perform most assignments solo, withonly 18% reporting that in the past two years they had workedas part of a team of interim managers at the same client.Among interim managers who had completed teamassignments, the reasons are wide-ranging, and tended to beconcerned with wholesale business transformation:

• Divisional management all interim (MD, FD and myself) toturn around and dispose of all continental activities.

• Full redesign of a treasury dept, required two managers,one operational, one project manager.

• Global HR transformation for automotive industry with 40sites.

• Helping to develop start ups in a range of countries for thesame client, an Austrian company breaking into theEnglish-speaking world.

• I managed a full-time dedicated project team of fourpeople. The team was temporarily assembled to executeprocess improvement / a cost saving project.

• I normally bring in experts such as CFO, CSO or COO ifneeded, however the best turnarounds are carried out bymaking incumbent management part of the interim team.

• I was CFO and had five interim financial managers workingfor me as business controllers. The assignment was tocreate a business mentality and reporting tool in a publicsector.

• A typical brief for me and a team of other interim managersis to replace the existing management team or to help itresolve a crisis via a subsequent reorganisation.

• On an outsourcing and shared services project, I was theIrish lead working with UK and European interim personnel.

• Turnaround of a small company with an interimmanagement team including sales, operations, projectdesign and shadow manager.

I normally bring in experts such as CFO,CSO or COO if needed, however the bestturnarounds are carried out by makingincumbent management part of theinterim team.

Most Important Qualities in an Interim Manager

Interestingly, when asked to rank the most important qualities inan interim manager, survey respondents favoured aspects of“effectiveness” and people skills more highly than specific skillsor experience in the job or function. The most importantqualities highlighted were:

• Ability to work strategically but also implement (19%)

• Results-focused (18%)

• Wide range of experience (15%)

• Specific skills/experience for specific job (10%)

• Ability to quickly get people on side (10%)

16

Interim Manager Perspective

Ability to work strategically but also to implement

Results-focused

Wide range of experience

Specific skills/experience for specific job

Ability to quickly get people on side

Independence

Ability to mentor

Not side-tracked by company politics

Willingness to speak mind when required

Resilience

Number of Mentions

0 100 200 300 400 500 600 700 800

19%

18%

15%

10%

10%

9%

7%

6%

4%

3%

Other respondents enhanced the list of “people skills” byadding: being “good in politics,” “inspiring people byrecognising their personal skills,” “coaching on all levels,” and“humour”. Another respondent noted the “willingness andability to speak one’s mind”. The starting point of a project wasalso seen as critical, and one individual highlighted the “abilityto quickly understand the business, people, policies andcrucial processes”. Another noted the advantage of having a“helicopter view”.

It is clear that each interim executive is unique and bringsdistinct qualities to each engagement. One interim managerarticulated his “quick hit” list for success in the field: “(1) Get in… analyse the environment; (2) Do your thing … result-focused, independent, resourcefulness based onskills/experience; (3) Get out … so don’t get too close, eitherpersonally or socially”.

17

Client Data

Ninety percent of interim management assignments from thecandidates we surveyed were with clients in the private sector,with larger corporations (over 250 employees) comprising 42%of assignments and SMEs (small to medium-sized enterpriseshaving under 250 employees) commanding a 48% share. Thepublic and not-for-profit sectors use interim management lessin Continental Europe, with merely 10% of assignments,compared to the UK, where their share of assignments in oursurvey is 24%.

Small to medium-sized enterprises (< 250employees) – 48%

Larger corporations (> 250 employees) – 42%

Public sector organisations – 8%

Charitable organisations – 2%

42%

Type of Client

48%

8%

2%

Industrial / Manufacturing

IT / Telecoms / Technology

Business Services

Financial Services / Banking

Retail / Distribution

Health / Medical / Research

Building / Construction

Media / Marketing / Entertainment

Government / Public Sector

Transport / Logistics

Professional Services

Natural Resources / Utilities

Leisure

Charity / Not-for-profit / NGO

Industry in Which Interim Managers Surveyed Completed Last Assignment

0 50 100 150 200 250 300 350

308

173

85

79

76

68

48

46

40

38

36

22

20

9

Number of Respondents

18

We are grateful to the 1,156 European executives whoparticipated in our most recent online surveys. With morethan 20 multiple-choice and ranking questions, and theopportunity to provide detailed comments (which manydid), this was no small ask.

In the figures published in this report, we see the continuedimpact of the global economic crisis; however, we also seeit lifting. Today’s interim managers are more likely to be onan assignment, and feel somewhat more busy than twoyears ago. Daily rates have levelled out, following adecline reported in 2009. In 2011, 62% of interimmanagers surveyed reported they are earning the samenow as a year ago.

Openness to permanent employment continues, with 81%of interim managers reporting that for the right role, theywould return to permanent employment. Some of thisdesire for permanence and stability is no doubt due to thecurrent climate. Firm commitment to interim managementas a career is stronger in countries with a longer history ofinterim management, as are the daily rates achieved.

Most interim managers in Europe source their own work,networking amongst colleagues to identify opportunities:More than 70% of assignments were found without help ofan interim management provider or recruitment agency.However, when agencies are involved, it is the recruiterswho focus on interim management who garner the largestshare of the market.

The main motivations for engaging an interim manager areprogressive company challenges – change management,crisis management, implementing a major initiative – ratherthan the traditional “gap filling” reasons like bridging anillness, secondment or slow permanent recruitment.However, interim managers most often work alone, withonly 18% having worked in the past two years as part of ateam of interim managers.

We hope you have enjoyed The Interim Report. If yourcompany or organisation needs skills, managementcapacity, or to implement a turnaround, major project orcorporate restructure, call your nearest Executives Onlineoffice today to discuss how an interim executive fromExecutives Online can help.

Executives Online is an executive recruitment company that harnesses the internet to accelerate the search process.This delivers exactly the right candidates quickly, for interim or permanent executive roles, in order to redress loss ofcompetence and protect competitive advantage. What makes Executives Online different is our award-winning onlinetalent acquisition engine which can be deployed instantly, worldwide, saving you time and money.

We have developed a Global Talent Bank which today numbers over 100,000 pre-screened senior executives which weutilise to service our clients’ needs locally, a growing and constantly refreshed source of senior talent. Each search of ourGlobal Talent Bank for candidates we undertake is individual and specific to the client’s requirements to ensure that wedeliver exactly the right candidate to our clients, at market rates, every time.

Our access to talent is online and global – but our client service is personal and local, via each of our growing networkof UK and international offices. Our experienced consultants have been managers or executives themselves, or havestrong track records in recruitment, so they can fully empathise with business requirements and the subtleties ofrecruiting to them and provide a traditional hands-on and high added-value face-to-face personal approach. Ourrecruitment process leverages the Talent Bank, plus a range of further candidate acquisition methods including researchbased headhunting, advertising and social media. Our vision is to transform executive recruitment.

Conclusion

About Executives Online

19

"A consultant might draw up a greatstrategic plan, but companies today wantmore than this, they need someone whocan cope with the strategy but even moreimportantly deliver it too. For that mix ofabilities you need interim managers. Theyare prepared to roll up their sleeves andget stuck in with your management team –not sit on the sidelines giving advice. Youcan get a senior interim manager, whoperfectly matches your business, on boardincredibly fast. With interims – from thatfirst call to an interim supply agency, youcan have someone through the door, anddelivering in a week."

Duncan SedgwickCEO, Energy Retail Association

(former Business Transformation Director, Powergen)

"We chose the interim management routeearly on to help us keep pace with ourexpansion plans. New challenges were onthe horizon and we needed additionalexecutive management support, fast. Iwas pleasantly surprised when a numberof highly suitable candidates wereproposed [by Executives Online], all withina matter of days. The appointmentimmediately brought us new momentumand greater focus. We were delighted withPeter's contribution."

David ColeManaging Director, Buyenergyonline

"Our brief was unusual – great productand great-track record but small company(with 12 staff currently employed in our UKdivision) no market awareness, and noinfrastructure. So the typical high flyer,with a background in majors andmultinationals wouldn’t be right for us. Weneeded someone of that calibre but withtotally different experience. I was instantlyimpressed with the professional nature ofExecutives Online’s site and with the factthat they place interims as well aspermanent staff, since I believe anyonegood enough and confident enough to beplaced in short term projects must havetop class skills."

Vilosh BritoMD, Information Edge

"Greg brought to The CarphoneWarehouse his obvious experience andknowledge which he gladly shared withothers. He hit the ground running, quicklyputting all the necessary protocols andsupport systems in place. But morefundamental than this, he gave our teama lot of confidence. At a time when theycould have felt under enormous pressure,he made them believe in themselves, andnot be intimidated by the challenge.He wasn't cheap but I didn't want cheap,I wanted good – and that's certainly whatI got. Companies like ours can't afford tohave plans put on hold while we recruit.That's why we went to Executives Online– and once again, in days that had foundme just the person I needed."

Attiq QureshiHosting and Support Director, The Carphone Warehouse

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North East of England

Rotterdam HouseQuaysideNewcastle upon Tyne, NE1 3DY T: 0191 2064113

North West of England

82 King StreetManchester, M2 4WQT: 0161 935 8246

Scotland

Dalgety Bay Business CentreRidgeway, Dalgety Bay, KY11 9JNT: 01383 828920

Midlands

West Walk Building 110 Regent Road Leicester, LE1 7LT T: 0845 328 2370

South West and Wales

1 Friary, Temple QuayBristol, BS1 6EAT: 0117 344 5128

Ireland

1st Floor, 43 Main StreetRathfarnham, Dublin, D14T: +353 1 (0) 492 5000

Belgium

Gentsesteenweg 1150, bus 121082 BrusselsT: +32 475 580 333

Germany

Dillenburger Strasse 1751105 Cologne T: +49 (0) 221 460 234 20

Italy

Via Senigallia 18/2 Torre A20161 MilanT: +39 02 6467 2632

The Netherlands

Atrium gebouwStrawinskylaan 30511077 ZX AmsterdamT: +31 (0)20 3012159

Australia

Level 6, 77 Pacific HighwayNorth Sydney, NSW 2060T: +61 1300 853 099 and ask for Executives Online

France

17 rue du Maréchal Lyautey95620 Parmain T: +33 (0)1 34 73 10 72

South Africa

West Block, Dunkeld Crescent Corner Jan Smuts and Albury Rd Dunkeld West 2196T: +27 (0)11 2432801