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They value our ability to convert their brief into pragmatic business and talent solutions that address their business needs and our collaborative approach. Most of our assignments are led from UK Head offices, but will often have an international reach. We have an established track record and reputation for of delivering projects internationally, particularly across EMEA but also further afield, such as in Asia, the Caribbean and South America.
BIE was approached by a global provider of employee and customer engagement services with an undefined brief to support the organisation through a three year growth agenda.
BIE helped scope a programme of work with a number of workstreams with specific targets and deliverables in line with the three year growth plans. This resulted in defining and implementing a new Target Operating Model (TOM), performing a deep dive and optimising the existing product portfolio mix, addressing the pricing strategy options and ultimately defining a business case. The above body of work also required the designing and implementation of a balanced scorecard and KPIs.
Through the provision of four BIE consultants, the business identified that larger accounts were masking less profitable products and the resulting findings and analysis allowed the business to increase profitability by 30% by refocusing the portfolio mix. Through a finance transformation the back office processes were also streamlined, increasing efficiencies.
Our client is a publicly listed British fashion and beauty etailer. In 2014 the company faced a challenging global trading environment with a strong Sterling impacting their pre-tax profit and share-prices halving over the year. Against this difficult backdrop, they were successfully progressing with ambitious growth plans. To execute, the incumbent CFO’s agenda evolved into the role of COO, incorporating retail and the international expansion on top of IT and supply chain. This move coincided with the departure of two divisional finance directors which left the finance function somewhat exposed.
The departures came at a sensitive time and speed was of essence to steady a ship in rough waters. BIE proposed an interim solution. Good interim managers have a special combination of qualities that are hard to find in a permanent executive. They are functional experts, capable of managing themselves, focused on delivering to the task in hand and able to inject energy and add value from day one. Specific PLC Retail CFO/FD experience was needed at short notice to assist in the redevelopment of the finance function. With annual results due out, this process needed to be turned around within 10 days.
Day 1 Client Brief Day 2 Shortlist in 24 hours Days 4/5 Interviews, client interview shortlist Days 8/9 Client interviews, appointment
“Appointing a PLC-experienced CFO within 10 days is — even by interim management standards — no mean feat.”
A global energy giant wanted to improve the gender ratio within the supply chain of its lubricants division. Whilst already culturally diverse, they lacked significant female representation at the management or leadership levels. Although this was also a priority for the Group as a whole, they had a particular focus in this business function due to the endemic underrepresentation of women in the supply chain sector.
BIE partnered with the senior leadership team to support the ambitious gender balance targets set by the Board. We worked to appoint a role model hire for the business as well as providing an ongoing female succession strategy through the wider supply chain organisation. BIE’s executive search team delivered diverse candidate shortlists with at least 50% female representation from across a Europe-wide target universe. BIE further supported the business to overcome individual unconscious bias throughout the recruitment process.
Through appointments at multiple levels, we were not only able to define a clear line of female succession but to also create a strong female peer group with subject matter expertise. BIE developed a rigorous Europe-wide search approach with better female supply chain representation. This was combined with a process ensuring that employee branding, role specifications and shortlists were attractive from a D&I perspective. New female talent was introduced at regional and country leadership levels whilst ensuring all new hiring decisions were based on a tight set of predefined technical capabilities.
BIE were consulted to support on a failing IT implementation for a global organisation after the programme only achieved delivery of 80% of the desired functionality. The organisation was determined to achieve the remaining 20% within a business-as-usual environment, resulting in aggressive timelines and challenges with bandwidth.
BIE partnered with the business to select an interim CIO that specialised in IT turnaround and was delivery focused to sort through the technical aspects, as well as people governance and stakeholder landscape. This involved identifying a
technical solution to achieve the desired functionality, to understand skills and capability gaps in the programme team, to create a realistic plan and to bring the stakeholder community on the journey.
Cost, time and quality objectives were achieved against a re-baselined plan through a blend of additional BIE consultants and the organisation’s existing team. BIE supported the business to build their capability to cover technical specialisms, workstream and programme project leads, business engagement and business readiness individuals and
communication specialists. BIE also helped the business to shape transitional and business-as-usual IT and HR functions for on-going initiatives.
A German-based, family owned business contacted BIE to support them with performance challenges in their UK division. BIE worked with them to understand their declining revenue base and client attrition, which was driven by supply chain
inefficiencies, product availability, and leadership and team capability gaps.
BIE Business Consulting worked with the business to design and deliver a 5 week diagnostic process to scope key deliverables and recommendations around people, process and technology.
These involved creating a robust new platform for growth and the appointment of key members of the UK leadership team, including a permanent MD and an interim HR function to support the delivery of a new organisation structure and cultural development.
Revenues and client retention have significantly increased with improvements in the supply chain and organisational efficiency.
A Global FMCG business backed by private equity, our client was entering the final stages of a restructure. A key role based at the manufacturing operation in the north of England was being moved and integrated into head-office in London. We were briefed on finding a new permanent member of staff in London but as the meeting unfolded it became clear that the project nature of the role and the urgency of the situation called for some immediate interim assistance. The assignment required a strong candidate who could work with the departing incumbent to transfer the knowledge of the role and to integrate processes and systems into the head-office.
Within two days we helped hire the right person for the role. We provided a small broad shortlist of candidates who had previously worked for us on similar assignments. After four months our interim had completed his objectives and managed to hand over to the new permanent employee, allowing them to settle in quicker and ensuring critical knowledge was retained within the organisation.
Tuesday Role Briefing Wednesday Three interviews from a shortlist of four Thursday Offer and acceptance Monday Assignment start
“The immediate interim appointment enabled us to find the right permanent solution and ensured the knowledge transfer needed for this role.”
BIE tracks its history back to the early days of interim management.
Merger with Archer Mathieson adds executive search capability to BIE's interim management expertise.
Management buy-out followed by restructure into an integrated recruitment provider with functional expertise in Business Transformation, Executive Leadership, Finance, Human Resources and Supply Chain and Procurement.
Addition of in-house management consultancy expertise and launch of advisory practice responding to increasing need to guide organisations through change and to help clients improve their operational efficiency.