Our client is a £300 million turnover management consultancy that operates globally in 150 countries and employees in excess of 600 people. The business was acquired by a tier-one Private Equity Firm following a divestment from a previous parent company. Following this acquisition and the accelerated investment, this now independent company sustained a period of transformational growth across its global entities.
The organisation embarked on a series of transformation programs to help the business to double its EBITDA in % terms over the subsequent 3 years. The modernistaion and transformation of the finance function and its infrastructure was critical to the success of this growth strategy. The recruitment of talented and experienced finance professionals was deemed critical to the development of ‘world class’ accounting infrastructure. Broster Buchanan was selected as the recruitment partner to manage this global recruitment campaign.
Following a strategic review of the function by the new CFO, a new finance team structure was agreed by the board. This target operating model would ‘upskill’ the function and provide a best-in-class accounting service and commercial partnering function for the organization. This new team was to be split across 3 locations, with group finance in London, business partnering in Birmingham and the Shared Services (both outsourced and in-house) based in India. Broster Buchanan was engaged by the CFO and the Chief People Officer to partner with the business to fulfill the newly created roles across all 3 locations. The mandates covered roles from the Senior Leadership Team (reporting directly to the CFO), Heads of function, Middle Management and Business Partnering levels. In total there was a requirement to hire x20 permanent members of staff. In addition, Broster Buchanan sourced and provided x9 interims finance consultants to stabilize the function whilst the permanent recruitment project took place.
A project team of highly experienced recruiters from Broster Buchanan were deployed that consisted of 3 members of staff that worked full-time and soley on this project. The overall project governance was managed by a Director at Broster Buchanan and ensured all interactions with both our client and the finance candidate market were handled appropriately.
The project team acted as an extension of the company’s brand and managed all interactions with professionalism, the appropriate discretion and a clear continuity of message. This team worked in partnership with both the Finance & HR teams of our client for the project duration. team. Finally unlike other finance recruitment firms, Broster Buchanan did not use any outsourced or 3rd party researchers so that we could ensure that the we provided the highest level of service and consistency of approach.
Regular update meetings with all parties enabled the project metrics to be assessed and priorities be established on a real-time basis. We were also able to advise on market dynamics, candidate availability and customer employer brand perceptions to ensure expectations were aligned. A project of this nature involved approaching, interacting with and meeting a very large number of candidates in a particularly challenging and competitive market. All market mapping, research, conversations, and meetings with candidates was undertaken solely by this team.
The roles that were recruited by Broster Buchanan for our client were as follows:
The Project took 6 months to complete, and roles were identified according to priorities. The project therefore ran in 3 phases and all positions were filled accordingly and in line with timescale expectations. The recruitment was delivered in line with the agreed budget parameters of the business and are still successfully working within the business, helping with its growth trajectory.
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