The argument in favour of mentoring

The concept of mentoring is well known in business – but what precisely is it?
Mentoring is often defined as a professional relationship in which an experienced person (the mentor) assists another (the mentoree) in developing specific skills and knowledge that will enhance the mentoree’s professional and personal growth.

Therefore – by default – a mentor is a more experienced individual willing to share knowledge with someone less experienced in a relationship of mutual trust. Or, perhaps, a mentor is a trusted advisor or guide or a person who has a sincere desire to enhance the success of others. So, it’s worth understanding a bit more about the benefits of mentoring……

Mentoring enables an individual at any level in an organisation to increase their network through the introduction to people and areas that they might not previously have had access to. Furthermore, mentoring can help individuals cope with periods of major transition and the mentor can help to navigate people through difficult challenges such as influencing key stakeholders, challenging existing mindsets – the status quo - and getting colleagues on board with change.

A mentor can also assist with identifying skills gaps which may be hampering career progression. At some stage in their career, most people will find themselves at a career crossroads which may manifest itself in them being overlooked for promotion or opportunities or unable to understand why the business saw the need to recruit externally. In these situations, mentoring can offer an open and independent perspective as well as objective feedback. Sometimes, we have to hear things we don’t like or want to hear…..

Managing people can often be an area where people can benefit from mentoring. Good people and inter personal skills are critical to career progression and a mentor can discuss management and leadership styles, ways to effectively engage with the team, improving cross functional working as well as looking at the people agenda through transition and change programmes.

It is important to state that too often people say that if you want to scale the corporate ladder, you need a mentor. Mentoring will not work where it is non-neogotiable – the person must genuinely want it and furthermore, if mentoring is only being undertaken for the purposes of paying lip service, it places an unfair and unrealistic dependency on the mentor.

Mentoring is highly dependent on the personal chemistry between the parties, who must both be committed to the process. A chemistry mismatch can occur for all sorts of reasons but, it must be a professional relationship and the process will lose sight of its goal if it becomes too comfortable where there is familiarity and a lack of challenge.

We all complain that time is our greatest challenge and too many people complain that there are insufficient hours in a day. Mentoring is an investment in time and blocking out time for sessions is essential – technology, particularly Skype, can assist where the parties are geographically miles apart, but nothing replaces real face to face engagement for a mentoring session.

We all like to focus on the positive and whilst mentoring is a process for moving forward, the process gives an opportunity to reflect on the past and sometimes, the mentor can share experiences from their career and the mistakes they may have made because the value in making a mistake is to understand what lessons can be learnt to prevent it recurring.

So in summary, whilst we understand the benefits of mentoring, what are the “absolutes?”

1. Don’t do it for the sake of it – be committed to the process
2. Invest time both in preparing for a session and follow up actions
3. Personal chemistry – it must be right
4. Be clear what the purpose is
5. Mutual respect

Article written by Adrian Berwick


Macallam offer a Personal Career Transition service which is a hybrid of coaching and mentoring and assists individuals with the challenges of transition in their professional life.
For more information please call 01423 900804

The Interim market, Brexit and beyond…

Time to reflect on 2018 and look forward to the year ahead. We are faced with an even more uncertain world with the continuing twists and turns on the political front, the now bumpy economic climate and the demise of a number of large businesses.   We are used to dealing with change and challenges; from economics to politics and clients to candidates but this is uncharted territory.

The fiasco that is Brexit with its various connotations of remainers / remoaners, hard exit / soft exit, good deal / bad deal, etc. has divided the country.  When you consider the complexities that include Trade, Customs Union, Legislation, Northern Ireland, Security, Education, Science, Energy, Farming, Environment, Healthcare, Transport and so on, it’s no surprise there are divided opinions.  With no one knowing how this will play out and what the ramifications are likely to be, it makes planning extremely difficult especially when the view of stakeholders is likely to be split.

In 2018 there have been casualties, not all Brexit related but a reflection of a tough climate.  The liquidation of construction giant Carillion early in 2018 with the accolade of becoming the UK's biggest corporate failure in a decade has put the construction sector under further strain.  Interserve is hanging on by its fingernails having once been a £3.3B revenue business now worth c£15m.  The high street is on its knees with a number of high profile collapses such as Maplin, Toys R Us, Poundworld and House of Fraser to name a few and many others struggling. Some of these businesses are being bought either wholly or in part from the Administrators which in turn is creating opportunities. Some businesses are embracing this through expansion of facilities and looking for bargain acquisitions.  Mike Ashley’s Sports Direct business is now a multi-billion £ business and I don’t think this has been achieved from being averse to risk.  It’s about seizing the moment but also ensuring that when these opportunities do come along you are in a position to act.  

The rhetoric is a similar scenario of the last recession with worries of another but somehow this feels different.  Brexit is fueling uncertainty and indecision.   How do you plan if you don’t know what you’re planning for?   Managing short-term requirements with longer term business objectives is proving very difficult as you can’t plan for the medium to long term with all these major changes afoot.

This is the very climate that fuels demand for Interim Executives.  Organisations that don’t want to commit long term with a permanent appointment find a short term solution is often the answer.   Many organisations need help with supplier management / rationalisation, customer service, cost control, planning, risk management and talent.

The interim market has additional complexities but paradoxically there are many opportunities.  Changes in IR35 legislation continues to ‘frustrate’ the market and having been already implemented to some degree in the public sector, I’m not so sure how things will transpire should the same happen in the private sector.  Public sector interims have been able to change tack and move to the private sector but if it hits the private sector, it leaves nowhere else to go. 

I believe many organisations are taking a holistic approach to talent acquisition. In the short term, they require immediately available Interims to deliver short term objectives whilst focusing on a longer-term approach by taking a deep dive into business imperatives to create a total strategic plan that has clearly defined goals, but one that can be amended as needs change.  Executing strategic objectives now requires an agile, responsive and flexible approach to meet the changing tide and businesses don’t necessarily have the internal capability or capacity to deliver hence the external help. 

Interim Executives provide a service to organisations in all stages of their development and plans.  It seems to me that now more than ever is the time for ensuring the mechanism remains in place for this to continue. This help is crucial to ensure survival and at other times growth.  It is usually driven by the need for change, transformation, restructuring, turnaround, projects etc. requiring a professional to implement and deliver.   

Organisations should continually be looking to improve and be more efficient.   Ways of growing either organically or through acquisition, improving efficiencies, improving customer services, acting on opportunities and kick-starting change projects could all be helped along through the utilisation of Interims. 

It’s interesting times and is making politics and business quite fascinating.  There’s a lesson here in resilience, persistence and integrity.   Businesses can learn from Theresa May’s approach which should be a lesson to us all regardless of your political affiliation.  Sometime you have to dig deep, be resilient and stick to what you believe. 

With an Interim population consisting of some very experienced, high calibre individuals, there is now more choice than ever with an increasingly diverse and committed professional possessing the tool kit to drive organisations forward.  Now is the very time we all need to dig deep, push the button and take steps forward or run the risk of standing still or even worse, going backwards.  

Steven Wynne

Managing Director

Macallam Interim

TEL: 01423 900804

E: Steven.wynne@macallaminterim.com

W: www.macallaminterim.com   

 

 

 

Does the engagement of an interim manager ensure project success?

Bringing in additional project management resources can not only save a failing project but also help define what constitutes project success at an early stage

Projects fail all the time. What constitutes a project’s success and how it is defined will differ from organisation to organisation.

The standard expectation for a successful project is that it’s delivered on time, on budget and is of the right quality. This is often the case if the project has been competently managed and led.

It is, however, much more important that the business case and the benefits are made clear at the beginning of a project and readjusted along the journey, because this is the real measure of a project’s success.

Projects fail because the latter point hasn’t been realistically set out, the requirement has changed due to market or economic forces, or there has been a lack of communication at all levels.

If a project’s success is determined by its delivery in line with expectations, then the person who has set the guidelines will have a determining factor as to the success or failure of the project. This is usually the project sponsor, the person who “owns” it.

Project governance is the key to success, and business managers should be involved along the way to ensure the project is delivered in line with expectations.

Formal project governance is the big change we have seen over the past few years, and this was a response to the lack of ownership and control by the very people who require and fund the outcome of projects – the business managers.

A project running behind budget and time would usually be seen as a failure, but in fact a project’s success is determined by the benefit it delivers to the business, and if that means the cost and completion date have to be moved with the agreement of the stakeholders, then so be it.

Interim managers are often bought in to rescue “failing” projects. This can make perfect sense, because having a fresh set of eyes on the situation and making the necessary changes to drive the project forward can get the project team and its sponsors realigned.

There are real benefits to doing this, not least because once the project is underway and costs have been incurred, it can be difficult for the project team to pull it back on track. An interim manager can ensure that stakeholders become realigned to the outcomes and that people are ready for the change the project was intended to deliver.

Finding and retaining the right resource is challenging but critical. Once the right skill set has been defined, engaging externally can sometimes be the only option.

A more fruitful solution is sometimes to resource externally to lead the project from the outset, with someone whose only focus is to enable change and who won’t be drawn in to business as usual.
One of the key ingredients is to spot the warning signs and act immediately.  Planning is paramount to the success of a project, and it is important to define what constitutes success at the early stage of the process. It is often the case that the project manager will be held to account if the project is deemed to be a failure, but actually the project sponsor is the person truly responsible for the project’s success. If the expectations have not been realistic, if communication has been poor, if the original business need has changed, and if adequate training has not been provided, then this all points to the project sponsor.

Taking this back to grassroots, there could be a cultural problem if the business is not one that is used to embracing change: the people won’t have the motivation to make it work and hence it’s another pointer towards project failure.

The adoption of a strong, centralised project management office (PMO) allows for the transfer of knowledge and sharing. Knowledge-sharing and best practice will help ensure the future success of projects.

If this is led with a good PMO director and appropriate, experienced project managers, not just certified project managers (as this only shows they understand a method), then at least the risk of failure is minimised. Again, interim managers can be engaged to set this up.

Ensuring project success is not easy. If it was, there would be far fewer failed projects. There are, however, good practices to adopt in order to minimise the risk of failure. If the proper planning, communication and governance is adhered to, stakeholders’ expectations are properly managed and the right business requirements have been set, then you stand a fighting chance.

After all, nobody sets out to fail or to do a poor job, but one of the key ingredients is to spot the warning signs and act immediately. If that means bringing in an additional resource, then it could be money well spent.



Follow the link below to read the article in Executive Grapevine as featured in The Guide to Interim Management

https://www.executivegrapevine.com/content/article/magazine-2018-02-06-does-the-engagement-of-an-interim-manager-ensure-project-success

Recruitment – Internal or External?

Picture the scene – a key member of your senior team has resigned and the situation can’t be turned round and you know you must replace – the dilemma is whether to “play it safe” and go with an internal promotion candidate or look externally.

In simple terms, internal promotion can be seen to encourage loyalty, build morale and send out a powerful message about career development prospects – assuming, of course, that the internal candidate has the rights sills and competences – but the drawback surrounds the missed opportunities of bringing someone new into the business.

Many companies are adept at creating internal pipelines of talent recognising the need to retain good people to give business continuity. And these businesses strive to offer people a career with vision of where their career may go within the company instead of having to leave to move upwards. Furthermore, the creation of continuous development opportunities for internal teams to ensure that home grown talent is always available sends out a strong and powerful message.

Some companies always promote from within first only bringing in new people at junior level. By doing this, they tend to have good retention at lower and middle levels and keep recruitment costs low. This tends to mean that people can rise from junior ranks fairly quickly before progression slows due to a mix of limited opportunities or their inability to progress any further.

Succession planning runs through the talent management process from recruitment to how employee performance is managed and building a culture of internal promotion makes a difference to an organisation and gives people aspirations. However, it is critical at this point that expectations are managed and also when an internal candidate is unsuccessful for a role, they deserve honest feedback so that they are able to re-evaluate their aspirations and re-set their goals based on reality. 

However, it is acknowledged that if the business is venturing into new markets or sectors, the likelihood is that the required skill set will not be available internally. Also, playing devil’s advocate there is a high amount of benefit to be gained by bringing in a fresh set of eyes with best practice knowledge and skills gained elsewhere. Rightly so, much is written to-day about the value of transferable skills and skills can transfer successfully between industries, sectors, markets and functions.

Whilst it could be perceived that external recruitment stifles the development of internal staff by cutting off potential promotion avenues, the counter argument is that promoting internal talent prevents the opportunity to inject fresh ideas into the business. Conversely, recruiting a manager from outside the business may mean that talent is unearthed in the business that the previous management structure had failed to identify or chose to overlook and new management gives these people new opportunities.

New blood into an organisation, specifically at senior level, brings new ideas, innovation, creativity, and different ways of working. It rarely comes without pain because it will also ruffle feathers, challenge the status quo, ask pertinent questions and shake people out of their comfort zone by getting people to up their game.

Business growth can also be a factor in the internal v external recruitment debate. Some employees are ideally suited to smaller businesses (invariably these are family based) and as the business grows and possibly the family influence begins to take a back seat, there is greater need for formalised management structures, process, procedure, controls and disciplines. Quite frankly, some people will find the growth transition uncomfortable and in simple terms, the business out grows the individual and a new/different skill set is required to drive the growth.

In these situations, bringing someone new to the table will bring much needed new ideas, freshness, energy and vision whilst challenging those that say “but we’ve always done it this way”.

If it comes down to cost, on paper external recruitment will cost more and external recruits will need to be given an on-boarding process to familiarise them with the business. However, over time the right candidate will be able to make a significant contribution and make a step change for the business through new methods of working, accountability and the identification of new opportunities.

Every business needs to manage the balance between internal and external recruitment but at senior level, sometimes it takes an outsider to come in and shake the tree.

Written by Adrian Berwick. 

Adrian is an experienced HR Professional who works exclusively with Macallam on the delivery of their Personal Career Transition Service

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Is the Interim market really any different?

Is the Interim market really any different?

We live in a different world now.  The economy continues to have its ups and downs, terror threats are higher than ever, global warming is at hard at work and technological advances have changed the way we work.  Some things do remain the same though and that’s businesses with BAU challenges of sales and profitability targets, implementation of strategic plans, shareholder return,  employee engagement, culture and diversity all firmly on the agenda.  This provides enough of a challenge even without ‘special projects’ to achieve improvements and this transcends into ensuring the best talent is in place both on a permanent and interim basis to help lead the business to achieve those objectives.

Many people operating within the interim world have the view that the interim market is quite different now compared to when it was first established or of just a few years ago.  Threats to the market include increased competition for assignments,  pressure on rates, ‘interim to perm’ fueled by more people using the badge until a permanent job is sourced, a longer process with the involvement of more stakeholders, a drawn out decision making process, a new breed of niche or specialist interim and external threats that are beyond anyone's control.  These are all challenges facing us but is this any different today compared to say ten years ago?

One thing that does remain constant is change.  Whatever cycle a business is in; growth, downsizing, improving, transforming, restructuring or turnaround there is a continual requirement for good people that will deliver and make a difference to enable the organisation to move forward.  The interim market has seen some twists and turns but what hasn’t?  Opportunities are created when businesses face these challenges and that’s when we can help by providing good, experienced and appropriate Interims to deliver and make a difference.

Although there is still a lack of understanding about the interim proposition which is not helped by an increased pool of people that are just visiting, there is certainly an increased understanding of the value in engaging an interim by many organisations.  The evolving market has seen a shift in requirements for specific sector experience - rightly or wrongly this is perceived as being a less risky option and is of no surprise given a general shift in attitude to risk.  This is of course quite different to bringing in a generalist whose very USP was that they had multiple sectors under their belt and were likely to have worked in several area of a business.   My view is there is real advantage to ‘a fresh set of eyes’ but the consequence of this has meant that for some, securing an assignment is harder resulting in elongated void periods.

I am constantly asked how the market is.   A difficult question when there are so many varying factors that affect the answer.   There will always be threats but the equilibrium comes from an increase in opportunities.  Economic factors will always affect confidence but this threat is now more widespread than ever with global economic recovery looking shaky at best. Slowdowns from Brics (Brazil, Russia, India, China and South Africa) will produce ripple effects and closer to home the cost impact on the living wage on the services sector, government spending cuts, likely increase in interest rates and the global economic uncertainty are all knocking confidence.  As long as there are no radical legislative issues affecting how interims conduct their business, we can deal with the former.

I don’t believe the interim market is that different.  Businesses have the vision to drive change in many shapes and forms with an increased appetite for acquisitions, business growth (UK and International), restructuring, programme / project management, special ‘one off’ projects  and turnarounds that require external help.  As such these situations lend themselves to the engagement of an interim executive to supplement lack of internal capacity and / or capability.

We provide high impact interim executives and look forward to exciting new projects to help more clients move forward.  I expect 2016 to be a busy year building on the upturn of the last couple of years and despite this reflective update the market remains good albeit with a slightly different theme materialising.

For a confidential discussion please contact Steven Wynne on 01423 704153 or e-mail steven.wynne@macallaminterim.com

Interim Management- a rewarding career choice

Companies are always looking to grow. They strive to increase revenue, improve efficiency and profitability and ensure they are best positioned to capitalise on changes in their markets.  This often drives the need for the engagement of an individual to guide the business through change and transformation. The demand therefore for help in the short term from someone to guide them through this continues to increase.

Traditionally, the image of a typical interim manager was that of an individual who was at the end of his/her career and he/she chose interim management in order to stretch his/her career further.

How the times have changed. Many career paths are now following the temporary and flexible working route as a career of choice. Interim provides more choice over work life balance and with new ways of working and the rise of social media it’s never been easier for an interim manager to raise and boost their profile.
According to multiple surveys what really appeals to today’s interim manager are new challenges and the opportunity to make a difference. Assignments are focussed on results and delivering real benefit to the organisation.  This in turn requires someone to provide objectivity to the Board and doesn’t allow nor does it need time spent on company politics.

A career as an Interim Manager isn’t for the faint hearted.  It requires a particular mind set and a determination and focus to get results.  This is usually refreshing to the organisation and provides a platform to help move their business forward.

Whilst the rewards and benefits are appealing and the barriers to entry relatively low, there is little point embarking on this career choice if you prefer the status quo.  Macallam Interim ensures the success of our placements by matching personalities with cultures, and goals with capabilities to create sustainable and mutually beneficial relationships.

To discuss an immediate business need or for more information on how an Interim Manager can help you, please call us on 01423 704153 or email enquiries@macallaminterim.com

Social recruitment – evolve or get left behind

Most people would agree that change is the only constant now. Darwin wrote, “It is not the strongest of the species that survives, nor the most intelligent, it is the one that is most adaptable to change.”
Millennials are now shaping the future workplace, having grown up with technology and being used to using it for communication, entertainment, education, and work.

Whilst social media is not a new phenomenon, within the recruitment arena it has brought positive change to both companies recruiting and candidates. For companies, it is now easier to get to know your candidate than ever before and for candidates it provides a platform to showcase your skill sets and interact with potential recruiters; making the entire application process easier and more engaging.

 A recent survey showed LinkedIn is still the most-used social media platform for recruiting, used by 94 percent of recruiters and employers.  In the 11 years since LinkedIn hit the recruiting scene, social media has changed the way employers and recruiter’s source talent.

 Macallam Interim understand the importance of giving clients and candidates choice using different social media platforms reducing both the time and cost of hire.  We simplify this process further by first identifying this talent and then connecting with this talent to suggest those interim candidates who best match against specific job criteria and therefore improving the overall quality of hire.

 Interim management is quite often about not only the quality of hire but the speed at which this can be delivered and adopting social recruiting methods we are able to build strong relationships and have a pre-vetted network of top calibre interim executives from which to call upon. 

 To discuss how we can help please call 01423 704153 or email enquiries@macallaminterim.com

Pains and Productivity of Virtual Teams

I recently spent 6 months managing a virtual team with people all over the globe.  Quickly getting into the very bad habit of sitting in an office, talking into a telephone, for 12 hours a day. It changed the way I work, and it reminded me of some of the coaching I used to give to junior managers about how to run meetings.  So I have some observations that I thought I’d share.

With the exception of the British, people in most European countries have a reasonable work-life balance.  They get the work done, but on their terms.  In contrast, I found that some Americans would accept meeting invitations at all times of the day or night.  Once or twice, as a favour to me, I know that people will attend meetings while on vacation, or on their way to the baby crèche.  However, I became careful with my timing as I didn’t want to push my luck. 

To cover mistakes or gaps in meetings we often use humour.   So, for example, I tend to crack a joke during meetings or share some banter when waiting for people to join.  These attempts at humour were not received well by some people from the Far East.  It’s not that they are sour, just that they didn’t appreciate throw-away comments.  I became very serious-sounding – for most of the time.

Relationships within the client are already well established; often going back years.  As interims we start an assignment as guests at the table.  So some behaviours can seem quite a surprise to the newcomer.  Aggression was an example of this.  On a number of occasions I was taken aback by very sharp exchanges of views on the line.  Aggression is hard to handle, because the team cannot pick-up on non-verbal cues while on the phone to anticipate or de-fuse it.  On the positive side, aggression often got disputes resolved quickly without dancing around handbags.  So although this was my virtual team, to some people it was family – and that is how they behaved.

My big fear was that key participants would find my meetings tedious or non-productive, and would start skipping calls.  This would be terminal.  Anyone dialing-in during their early morning or late evening wants a slick, well-prepared meeting with defined objectives.  We all know how to do this.  I found that I was going into my meetings having pre-cooked much of my content.  Even to the extent that I would rehearse the start of some sentences; so I would never say:  “No, but ..”  instead I used “Yes, and …”.  We all know how to do these things, but meeting with people who we can’t see needs a focus on process and content. 

There are some major benefits to running meetings on-line.  These come from the technology.  For example: many of the calls were with people from outside our immediate team.  So before these calls we always opened an on-line text messaging session, but limited to the core team.  Incredibly useful – like passing notes at the back of a classroom.

Now that I’ve had an assignment which was almost entirely virtual, I do have one major worry about on-line meetings.  My concern is that they are less than useless for problem solving. 

Yes, there is technology out there which is meant to enable problem solving by virtual on-line teams.  So I’ve shared virtual whiteboards, and I once worked with a Fintech entrepreneur who insisted on us doing mind-maps together on-line  (it didn’t work).  My view is that nothing beats a meeting room with a white board for resolving a knotty problem, or when designing a solution.  There’s just something about being there. 

With thanks to Alan Greenwood for another interesting insight into Interim

To discuss how we can help with any recruitment requirements, please call 01423 704153 or email steven.wynne@macallaminterim.com

The capacity to attain capacity

I have worked in organisations with ExCo members whose complaint is that they don’t have anybody available to do a specific something.    They need someone with the capacity to resolve the problem, but how does the searcher identify someone with the capacity?

It needn’t even be the six degrees of separation thing.  I know that the person with skills is almost at their fingertips.  It’s like they have their hand in the fish pond but don’t know that their fingers are millimetres away from the trout.  

The interim manager is the trout.  Here the analogy falls down, because we want to get caught.  Like most interims, I’ve been working for a long time.  So I’ve done a huge variety of things.  It’s got to the stage where, frankly, I’m drawing on a large array of skills, but use them in a different mix each time.

So what’s the value that I, and many interims, bring?  In my most flippant moments I have been known to quote a chap called Woodrow: that I have “the capacity to attain capacity”.  This does not go down well with junior recruiters; so I have stopped saying it.  Although that does not stop me from thinking it.  

What I mean is that if you (ExCo person) throw a problem at me: I will work out what to do with it.  Then I will roll-up my sleeves and get it done.  I don’t need to demonstrate that I have resolved that particular problem before, but I can show that I have successfully sorted-out a wide variety of problems.

Last year I had dinner with a potential client and her Mr Fix-it.  After the starter they outlined their problem.  Frankly they were both woolly when explaining this problem.  The underlying question was how to stop a major client making lots of noise about something which was distracting everybody up to the board of directors.  

She wanted this thing fixed.  I got the job.  In the first days I got to understand the problem, but I didn’t have the faintest idea how to resolve it.  What she and Mr Fix-it had spotted was that I had the capacity to sort it out.  Which I did.  How I got from problem identification to a set of solutions I do not know.  But I did – and (by the way) I got a substantial follow-on piece of work.  

I knew that I had sorted-out complicated things before.  I knew that if I thought about it, and talked it through a few times with the client and her people, that I’d come-up with a solution and a plan.  I also had the confidence to roll my sleeves up and sell-in and run the plan.

That is what I mean by the capacity to attain capacity.  That’s the value good interim managers bring.  In fact, the value that anybody brings who is any use.  So what is it that enables a hiring manager to identify that you have the capacity to attain the capacity?  A referral?  Your CV?  Penetrating interview questions?  What?  I’d like to know please.

With thanks to Alan Greenwood, our new guest blogger who will be posting regular insights into various subjects surrounding interim management and the ever changing recruitment landscape.

Alan has over 30 years experience in the Financial Services industry with Citibank in Europe and for various consultancies.  For the last 12 years he has been an interim manager and has a track record of delivering significant  business  transformation projects in the UK and internationally. 

To discuss how we can help with any recruitment requirements, please call 01423 704153 or email steven.wynne@macallaminterim.com