Month: July 2023

In today’s dynamic business world, companies are often facing unforeseen challenges that require additional expertise to overcome successfully. That’s where transition managers usually come in. These experienced professionals meet a need for responsiveness and flexibility. As management experts, they are ready to take on temporary challenges and guide your company to new heights. On one condition: you have o find the right person. Meeting specific challenges, driving change or filling vacant management positions… Transition managers can be used in a variety of situations. In all cases, they allow you to benefit from the expertise of experienced managers over a limited period of time. However, as the market evolves, the number of transition managers is growing strongly. The profiles are varied and increasingly specialized. In this infinite ocean, it’s legitimate to ask: how do you spot the ideal professional? Aymeric Bouffard, transition management expert at Fitch Bennett Partners, offers you his advice.   Step 1: Write a mission statement before you start the selection process Before you begin your selection process, it’s important to clarify and write down in black and white the company’s needs in their entirety: from the context, through the issues at stake, to the objectives. This is exactly the role of the engagement letter. This document describes the nature and conditions of the assignment. It is useful when several internal people are working on the project, because it ensures that the main objective is not lost sight of. It can also seal the alliance between the company and the transition manager. In this case, it will act as a point of support between the two parties. Note: There is no legal obligation, either in the Labour Code or in the law, forcing a client to draw up an engagement letter. However, it is recommended as a bulwark against any friction or misunderstanding that may arise. A preventive measure that ensures a harmonious and profitable relationship for all parties concerned. A number of questions will help formalise this engagement letter:   The transition manager   Expected assignments   The resources you make available to the transition manager   You may also be interested in this article: Welcoming the transition manager : a step to be taken with care   Allocated budget   Step 2: Selecting the transition manager Choosing an transition manager is somewhat similar to selecting a candidate for a permanent contract. Confidentiality (signing a non-disclosure agreement), an in-depth interview to validate skills and achievements, discernment of personality and the taking of references are not to be overlooked once again at this stage. But while there are points in common between the selection of a candidate on a permanent contract and an transition manager, there are also important differences that need to be taken into account for a successful selection. We wanted to explain the differences point by point so that you can take them into account when making your selection. The major differences are : Time: In transition management, candidates must be available immediately, which implies a very specific mindset and posture. Experience: The transition manager must be capable, in a short space of time, of carrying out a diagnosis and proposing a plan of action which, if approved, will be implemented. This implies a high level of experience adapted to the context and challenges of the assignment. The transition manager will be deliberately “oversized” to enable him to have the expected impact within a given timeframe. The selection process: Bearing in mind that there is often a sense of urgency, that the assignment has a fixed duration and that the manager selected is “oversized”, it is advisable to opt for a short selection process, with two or three interviews.   Frequently, transition managers are asked to take on assignments which, in the end, do not come to fruition. For example, assignments that are cancelled, a solution found internally, a budget problem, another candidate selected, etc. Given this level of uncertainty, when the transition manager has a choice between several assignments – which is often the case – he will tend to favour the client who first confirms his interest. It is for this reason that it is highly advisable to have an appropriate selection process to optimise the chances of retaining the transition manager you wish to work with.

Fitch Bennett Partners is pleased to announce its partnership in the United Kingdom with Mallory Partners, represented by its two founders Jeremy Purkis and Martin Luise. Mallory Partners is a specialized executive search firm that collaborates with private equity investors, private equity-backed businesses, and entrepreneurial candidates to assemble performance-driven management teams that generate substantial value for their investors. The firm’s clients include some of the most esteemed firms in the industry, including the UK’s three most active investors in terms of transaction volume and value. Mallory Partners’ track record of success has been established through the implementation of a rigorous and highly customized recruitment approach. Through this extensive experience, the firm has developed a keen eye for identifying the leadership talent required to thrive in this dynamic and challenging environment. [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width=”1/4″][thb_image image=”15838″][/thb_image][/vc_column][vc_column width=”3/4″][vc_column_text] An executive recruiter with more than 20 years’ experience of delivering board-level assignments across a number of sectors and a range of disciplines. Most recently, heavily involved in the Business & Support Services markets, working with select corporate clients (at middle management – director level) and Private Equity backed businesses (CEO, CFO/FD, Ops/Sales Director and Non-Exec). Jeremy has recruited Executive C-level candidates, Chairs and NEDs for businesses backed by Sovereign Capital, LDC, 3i, Horizon, August Equity, Chiltern Capital, Vitruvian, Inflexion, Beech Tree and LDC amongst others. Specialties: Executive search and selection assignments, senior recruitment. Mail :  jpurkis@fitchbennettpartners.com                                                                  Tel : +44 07970 687 974 [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column width=”1/4″][vc_separator][thb_image image=”15839″][/thb_image][/vc_column][vc_column width=”3/4″][vc_column_text] An Executive recruiter with over 25 years’ experience of delivering board level assignments across a range of sectors and disciplines. Have worked for large scale corporates and significant experience of start-up’s having built Executive Search businesses for owner managed businesses and quoted enterprises. Martin has experience encompassing permanent and interim assignments. Mail :  mluise@fitchbennettpartners.com                                                                  Tel : +44 07949 144 162 [/vc_column_text][/vc_column][/vc_row][vc_row][vc_column][vc_column_text] Our Partners around the World: Thanks to its know-how in France, Fitch Bennett Partners, an international executive firm, can address your recruitment challenges abroad by leveraging its network of renowned local Partners covering the key economic regions: North and South America, Europe, and China. More information: +33(0)1 84 79 02 44 / societes@fitchbennettpartners.com