Recent Assignments
Head of Facilities, Central London, NDPB
Due to internal restrictions, the client was unable to run a permanent campaign hence an interim solution was required. The initial brief was for a six-month period, to deliver a measurable set of results for three key areas of the business. Upon successful completion of this brief, the client felt that our service and the interim had both ‘exceeded expectations at every part of the process.’
Director of Resources, Greater London, Housing Group (RSL)
Whilst undertaking a permanent recruitment exercise, an interim manager was required to act as head of the following departments; finance, HR, IT, facilities, administration, communications/PR and purchasing. Our client required a commercially minded executive to continue the reorganisation stemming from recent mergers of a number of associations.
Interim Chief Executive, Home Counties, Emergency Service
Following the early retirement of the previous chief executive, an interim was required at short notice. The post demanded an individual with multi-site and multi-stakeholder experience. With many live change management projects already underway, the successful interim proved to be a stabilising influence as well as the dynamic leader required to take charge of this period of change.
Change Manager, Home Counties, Executive Agency
As a result of relocation, an interim manager was appointed to run the change programme this created. Reporting to the deputy chief executive, this role required someone who was able to engage and influence senior stakeholders, both internally and externally. The required individual needed to have significant experience operating at board level and the key to the role was to execute the move with minimal attrition. The project was delivered to time, budget and without losing any of the existing management team.
Head of Service – Procurement, South London, Local Authority
As a result of a District Audit report, an interim management solution was required to write a procurement strategy and set up a central procurement function for this Local Authority. The role also included delivering a number of key projects including re-negotiating three major central contracts, running a huge asset project and delivering a purchasing card proposal. Having identified that the organisation had used an enormous number of suppliers of contract and temporary staff, the final aspect of this brief was to deliver tangible results through the creation of a managed agency model, which was run through an open competition. The success delivery of this process is estimated to potentially save the organisation almost £4 million in its first year.
Operations Director, Greater London, NHS Acute Trust
Due to an unsuccessful permanent recruitment campaign, this Trust required an immediate mid-term solution to this vacancy. The chief executive was seeking not only an experienced health service professional who could cover the role on an interim basis, but also someone who may suit the permanent role when it was to be re-advertised. This particular role therefore suited the successful applicant – who was sourced via a discreet search exercise because the two Trusts involved were happy to agree a secondment arrangement for an initial 6-month period.
Deputy Director of Operations, South Coast, NHS PCT
An experienced contractor was required to provide support to the director whilst two senior members of staff were on extended periods of sick leave. The brief was to secure a robust personality who could actively engage with the network of community hospitals and the PCT. The successful individual was sourced from the existing database, having previously expressed an interest in a similar role advertised via Hays for another Trust. Being between contracts, the candidate was able to make a commitment for 6 months to ensure continuity during this otherwise unsettling period.