How to Go to Market as an Interim Manager Using LinkedIn and Content

Written by Lucy Bielby on Feb 21, 2018

Whether you are new to Interim Management or are a highly experienced Interim Manager, with the emergence of the gig economy you may have noticed that the competition for assignments is greater than ever before.

This competition combined with the demand for Interim Executives demonstrates that more organisations are seeing the value of hiring an Interim.

Historically, the value of Interim Managers has been misunderstood by a lot of businesses. Yet, our recent Interim survey results have shown that there is more breadth in the sector and size of businesses that now recognise the advantages of using ‘true’ Interim Managers. Experts who can lead and drive change programmes, bringing a wealth of knowledge and ‘know-how’ with them. However, Supply vs Demand can create an increased challenge for individual Interim managers as they are often ‘competing’ for roles with a larger pool of people, which in turn can then lead to longer periods ‘on the bench’ between assignments.

Why do I need a social voice?

Our 2017 survey results showed that 33% of all respondents obtained their last role either via a provider or the client directly. So, the approach to obtaining a new assignment should be multi-channel in order to create as much ‘noise’ as possible.

In a world that is being impacted by constant technological innovation, now more than ever I would advocate that you are selling your services directly to clients, as well as working with a few specialist providers such as ourselves.

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3 Ways Procurement Teams Should Navigate Risk

Written by Neal Mankey on Feb 16, 2018

Exclusive Q&A with Stephen Daw, Vice President of Group Procurement - Americas at International Airlines Group (IAG).

With Carillion’s issues potentially being just the tip of the iceberg, procurement leaders need to ask themselves serious questions about deals that look too good to be true or seem unsustainable. If the Carillion example shows us anything about the contracting process, it is that any organisations can fall into the trap of “easy purchasing”.

This type of procurement approach often ignores wider risk, downplays the role of quality, focuses on easy to measure savings and often results in the extension of business to so called ‘trusted partners’. In a world where procurement professionals increasingly need to deliver more, but with less resources and demonstrate bottom line improvement, the temptation of “easy procurement” is obvious.

Managing a company’s culture to avoid “easy purchasing” is the best way to de-risk procurement activity. However, this is a long-term project. So, what do you do when your next confronted with a deal that looks too good to be true or you suspect the deal is unsustainable?

To uncover how procurement teams can navigate through these challenging times, I met with Stephen Daw, Vice President of Group Procurement - Americas at International Airlines Group (IAG).

Stephen has with over 15 years senior management experience leading and supporting operational, commercial and procurement teams. So, who better to speak to for an expert opinion?

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What Makes a Great Procurement Team?

Written by Neal Mankey on Feb 05, 2018

As a Procurement Practice Consultant at EO Executives, I am always keen to hear from great industry leaders. These conversations are often around the latest market trends, or updates on how my contacts are progressing in their assignments.

One thing that is clear, is that with continuous changes in economic climates, think Brexit, comes a demand for procurement teams to have more advanced skill sets, gravitas and elasticity to overcome the challenges they ultimately face.

To uncover this further and hear first-hand an experts opinion, I asked Chief Procurement Officer (CPO) Matt Stallard- What makes a great procurement team?

Matt has is an accomplished and highly effective senior executive with extensive experience in leading procurement transformation, change and integration programmes for large FTSE organisations. After successfully integrating the procurement function of his last company following three large corporate acquisitions, Matt went on to lead the strategic procurement and category management of all Global In-directs, for one of the largest Business Services organisations in Europe; as well as the direct procurement of key service lines for past and present client organisations such as Siemens, British Gas, HSBC, Sainsbury’s, BAA, BT, Virgin Media, Reuters, Axa, Nationwide, RBS and the Ministry Of Defence.

View Matts profile, here.

Matt: I’ve had the privilege of working with some outstanding procurement people and building some great teams in my career, but this is the first time I’ve been asked to pause and reflect on what it takes to establish a great procurement team.

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Are You Self-Employed? How to Get Mortgage Fit

Written by EO Executives on Feb 02, 2018

For many of our Interim contacts, the flexibility that comes with their career is what makes contracting attractive. Working as an Interim, contractor or freelancer allows you to be selective with the assignments you work. Having this flexibility also provides the opportunity to take planned career breaks or work abroad. Despite the benefits, as discussed in our previous blog ‘5 Things Interim Managers Should Consider in 2018’ we uncovered that there are several challenges facing self-employed professionals.

One of the most common challenges that comes with being self-employed is around gaining finance. Whether this be for a mortgage or personal loan, it can be a challenge. CMME are experts in providing mortgages for independent professionals, and so we have partnered with them to provide some top tips for getting a mortgage.

Why are EO writing about mortgages? As part of our mission for 2018 and beyond, we want to ensure we are adding value to the Interim community and the partnership we have in place with CMME aligns with our mission and values. So, we will be providing you with top tips and additional resources to ensure you get the best from your career.

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4 Key Tips for Crossing the Atlantic- A CEO’s Opinion

Written by Ryan Hill on Jan 29, 2018

As Head of the Technology and Digital Practice at EO Executives, I always find it interesting to learn about the career journeys many of my contacts have been on and the challenges they have faced along the way.

Linking to more recent current affairs and industry trends, one of the most relevant conversations I have been having is around what Brexit will mean for UK businesses wanting to launch into new territories. As it stands, most larger organsiations benefit from remaining within the European Union because it is easier to trade around the world. However, despite Brexit the UK is always going to be a large player in key trader relationships. The British press has also been focusing heavily on the 'special relationship' the UK has with the United States, and what this means for business relations between the two countries in the future. 

So, will more businesses be planning a move to the US?

Working with Technology leaders makes this 'special relationship' even more interesting, especially as London and Silicon Valley, San Francisco are two of the biggest technology hubs. 

To get to grips on how this could play out, I recently met with Global Technology CEO, Richard Betts to uncover his story around how he successfully launched his business into the United States. Focusing on how to best prepare for new markets and ensure your product can survive in the US technology space. 

With a strong reputation within the B2B Technology sector for transforming businesses into profitable enterprises, and a background in sales & marketing with industry-leading brands such as Ericsson, Nortel and Mitel, Richard seemed like the perfect person to talk to a around this subject.

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An Experts Guide to Managing Business Change and Transformation

Written by Lucy Bielby on Jan 23, 2018

Working with HR leaders in my role as Head of the HR Practice at EO Executives, means I get to hear first-hand about the key market trends and challenges that are directly impacting many organisations.

keith wilson.jpgI have recently been talking to Keith Wilson who has been working in Change Management for over 20 years. He started his career as a Management Consultant at Accenture; has worked around the world as a HR Director at the likes of Vodafone, AstraZeneca and The BBC. Currently, Keith is operating as SVP People, Customer Experience & Product at Private Equity backed Dollar Financial Group.


With Keith leading the way in HR innovation and having worked in numerous industries undergoing significant change, transformation and growth, I wanted to understand his vision when approaching the design, facilitation and management of transformations. So, I put forward some questions to gain his insight and expertise.

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Challenge Is the New Norm for MD’s, Owners and Founders of SME’s- So Learn to Manage It.

Written by Craig Elvin on Jan 18, 2018

We live in a world of constant change and challenge. Gone are the days of 3-year business plans, long term horizons and any semblance of normality or certainty. In previous blogs, I have spoken about the qualities required by leaders to be able to handle that change and come out on top. However, in this series of blogs I wanted to discuss the common challenges facing SME leaders in 2018.

As a business leader it is great to know you are not on your own, but also important to handle the challenges you will ultimately face at some point in your career. Over the next few weeks, I will be looking at the following areas and gaining insight from industry leaders. These insights will both prepare you for uncertainty and provide you with the understanding around the key skills needed to tackle these common encounters.

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Case Study - Transformation Director for a Leading International Food Manufacturer

Written by EO Executives on Jan 17, 2018

Interim Practice Lead Craig Saxby shares a recent case study from our client, an International Food Manufacturing business who have global revenues of £1bn. Following the recent appointment of a New CEO and Executive team, the business has embarked on a huge transformation to improve the overall efficiency and productivity of the business. This required a Transformation Director to come in and make some major changes across the site. Watch below to find out more.

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Your Guide to Hiring an Interim Executive in a Gig-Economy

Written by Lucy Bielby on Jan 16, 2018

In a recent Q&A with the highly experienced and in demand HR Interim Dawn Wright, we uncovered what it is really like to operate as an interim, along with the skills, drive and mindset that an Interim brings. Dawn has not only been engaged on interim assignments but has first-hand experience in hiring interims to support change and transformation projects. If you are interested in finding out more, click here for the full interview.

In the second part of the blog series, Dawn shares her experiences and valuable tips around hiring; the challenges of establishing and measuring ROI (return on investment) and how to adapt to the changes that come with the emergence of the gig economy.

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How Should Organisations Relocate Their Manufacturing Facilities?

Written by Adam Davies on Jan 15, 2018

Having joined EO Executives Interim team last year, I have had the opportunity to work with Interim experts who have lead momentous change and transformation projects. What I continuously find most rewarding comes from collaborating with these leaders. Through placing them into roles and learning about how they leverage their specialist skill sets, analytical mindsets and flexibly to offer quality expertise to organisations at a time of need.

Mark White Photo.jpg

Each Interim will have an area of specialism and organisations turn to them to solve urgent problems. Whether it be to plug a skills gap, lead a change and transformation or implement a successful re-organisation and relocation. The latter I will explore in this Q&A with highly experienced and dedicated Interim Expert, Mark White.

What I was keen to uncover from Mark was the vital insights organisations need to consider around relocation of their manufacturing facilities. Looking at why an organisation may need to consider a relocation, the skills needed for implementation, the common challenges and how to overcome them.

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