Partnering for a better future | How Noah’s Ark Zoo Farm inspires change

PRS eLearning is passionate about helping people develop the knowledge and skills to create better futures. Our accredited online training courses with certificates, cover subjects from health and safety to essential business skills, and support personal growth, professional development, and organisational success.

Because we believe learning should open doors for everyone, we provide automatic discounts for charities, essential workers, those returning to work. People at the start of their careers, and community projects. It’s our way of multiplying impact where it matters most.

This case study celebrates our partnership with Noah’s Ark Zoo Farm, an inspiring charity and award-winning visitor attraction that shares our commitment to animal welfare, environmental sustainability, education, and social responsibility.

A visitor attraction with purpose

Set in 100 acres of peaceful countryside, just six miles from Bristol. Noah’s Ark Zoo Farm has grown since its beginnings in 1999 into one of the UK’s leading visitor attractions.

Today, it welcomes over 200,000 visitors each year, and is home to more than 100 animal species. From rhinos and lions, to giraffes and the UK’s largest elephant facility, Elephant Eden.

In April 2023, Noah’s Ark became a registered charity, reinforcing its mission to combine world-class animal care with conservation, education, and community engagement.

Its accreditation by the British and Irish Association of Zoos and Aquariums (BIAZA) underlines its excellence in animal welfare and conservation.

“the online training courses provided by Pyramid Resource Solutions is proving to be a great way to upskill our team.

The courses are highly visual & make learning very user friendly, with short modules that can be done in stages.

We really appreciate PRS offering these courses at a preferential rate for charities, it’s made high quality training so accessible” 

Larry Bush CEO, Noah’s Ark Zoo Farm

Conservation & sustainability at the core

Noah’s Ark plays an active role in the European Endangered Species Programme, protecting elephants, spectacled bears, gibbons, and vultures.

As a leader in sustainability, the zoo generates over half its electricity needs through solar panels, biomass, and wind power.

They recycle water, and reuses materials for animal enrichment.

Cafés and shops prioritise Fairtrade and local produce, aligning with its goal to be the UK’s leading “green zoo.”

These choices reflect the same commitment to responsible, sustainable futures that we embed in our own ethos.

Education, inclusion & opportunity

Education is central to Noah’s Ark’s mission. Its accredited programmes link directly to the national curriculum, inspiring young people to live sustainably and care for the planet.

Accessibility and inclusion are equally important. The zoo’s ‘Ark for All’ project has improved facilities, introduced staff training on Dementia and Autism awareness, and expanded mobility support.

These efforts earned Noah’s Ark Gold Awards for Accessible and Inclusive Tourism at both the Visit England Awards and the South West Tourism Awards.

Noah’s Ark also nurtures future talent, which aligns with our vision and mission too.

Named Work Experience Employer of the Year, by Weston College. Noah’s Ark provides meaningful placements for Animal Management students, including tailored programmes for those with additional needs.

Why this Partnership matters

Through our partnership, Noah’s Ark Zoo Farm benefits from our wide range of accredited online training courses, from statutory health and safety compliance to business skills.

By supporting their staff and volunteers with flexible, certified learning, we’re helping to strengthen the foundations of an organisation already making a remarkable difference.

This partnership matters because our values align.

We share…

1. A commitment to education and lifelong learning

2. A dedication to sustainability and ethical responsibility

3. Support for inclusivity, wellbeing, and opportunity

Just as Noah’s Ark inspires visitors with a love of animals and nature, our courses are designed to inspire people to grow, develop, and contribute to a better future.

Visit our eLearning hub, & learn more

We’re proud to support socially responsible organisations like Noah’s Ark Zoo Farm, because when we work together, we amplify impact and create lasting change.

About PRS eLearning Hub

Our eLearning Hub offers a comprehensive suite of accredited online training courses with certificates, covering everything from health and safety, compliance, to marketing, mental health, and leadership skills.

Whether for organisations training their teams, or individuals investing in personal, professional development. Our online learning courses provide recognised qualifications that help shape brighter futures.

To learn more, contact us to discuss your learning and development needs, and discover the potential discounts available for you or your organisation.

About this case study

This case study covers how our Asbestos Awareness online training course provided our client with significant cost savings.

This included, reducing the cost of the training course, as well as the associated costs. Most notable, the expense caused by the impact to productivity from taking course delegates out of the business for the day.

However, to be candid, the intention of this article is to give you an overview of our client. The assessment process, comparing their traditional training methods to our alternative e-Learning training course, they took.

And most importantly, to give you an overview to see if we can save you money too. If you’re reading this, the chances are that’s what you want to find out as well.

But first, it’s important for a quick overview on Asbestos and the Law.

Asbestos & the Law

Until 2000 Asbestos, probably the most dangerous building material ever, was still widely used in construction.

Notably, the risk of Asbestos is demonstrated by the thousands of people that fall ill, even die, every year from Asbestos exposure.

“regulation 10 of the CAR states every Employer must ensure adequate information, instruction and training is given to Employees who could be exposed to asbestos.

In addition the Law states Asbestos Awareness training must be taken / provided every 12 months”

As a result, there is Legislation and Law to protect people from the risks of Asbestos. The Control of Asbestos Regulations (CAR) applies to all Employers, Employees, Self-Employed persons, and duty holders, and covers all work with asbestos-containing materials.

Furthermore, regulation 10 of the CAR states every Employer must ensure adequate information, instruction and training is given to Employees who could be exposed to Asbestos. In addition, the Law states Asbestos Awareness training must be taken / provided every 12 months.

Our client

So now it’s time to introduce our client. An Engineering company specializing in Renewable Energy. Carbon emissions reduction products, and other environmental sustainability solutions for industrial and commercial businesses.

The business, an SME, have ten in-house engineers. All based in regional territories Nationwide.

Due to the nature of their role, each engineer is required to complete the annual Asbestos Awareness training. Equally important, our client is legally required, as their employer, to provide adequate training.

“when our client discovered we’d added e-Learning to our products & services, understandably they wanted to find out more about our Asbestos Awareness online training course.

More specifically, whether we could reduce the cost of their traditional training”

Traditionally, our client had used a face to face trainer for Asbestos Awareness training.

This meant hiring a meeting room, centrally located for the ease of their regionally based engineers.

Specifically, this approach resulted in the cost of the trainer. Hiring a meeting room.

Providing lunch and refreshments for all the course attendees.

However the most significant expense was the cost to the business, caused by the impact to productivity. i.e. the lost revenue suffered from taking their engineers out the business for a days training.

On the other hand this was still more cost effective than hiring a trainer to do one on one, or smaller group training sessions.

So, when our client discovered we’d added e-Learning training courses to our products and services, understandably they wanted to find out more about our Asbestos Awareness online training course. More specifically, whether we could reduce the cost of their traditional training.

Due diligence

Our Asbestos Awareness online training course was significantly cheaper than hiring a traditional “classroom trainer”. Not to mention the additional savings gained from online training, compared to old school “class room” training.

However given their legal and moral responsibility, naturally our client wanted to do their due diligence on our online training course.

In short, the accreditation’s from the governing bodies endorsing our Asbestos Awareness course, IATP, CPD & IIRSM, differed from their traditional trainers certificates.

So, our client sought expert advice from their external Health and Safety Consultant.

After reviewing the course content and accreditation’s awarded with our Asbestos Awareness online training course.

Comparing it with the previous training providers our client traditionally used.

Our client told us their Health and Safety Consultant’s feedback was…

“The two different training courses are no better or worse than the other.

Both fulfill your Legal obligation & comply with Legislation. So it’s a no brainier!

The Asbestos Awareness online training course is far more cost effective”

“The two different training courses are no better or worse than the other. Both fulfill your Legal obligation & comply with Legislation. So, it’s a no brainier! The Asbestos Awareness online training course is far more cost effective”

As a result, our client booked their 10 engineers on our Asbestos Awareness online training course.

How our Asbestos Awareness online training course reduced costs

So now to briefly sum up how our Asbestos Awareness online training course reduced our clients costs. Most importantly, give you the insight to help you see if we could reduce your training costs also. Let’s break it down.

First of all. In truth, I can’t give you all the specific costs, and therefore cost savings. However, I can tell you this…

Based on the ten engineers taking our Asbestos Awareness annual training course, our client saved £500 on the training costs alone. (This saving included a discount for purchasing a bundle of ten training courses from us.)

Admittedly this £500 alone is not a huge saving.

However, all too often the expense of training extends beyond just the course costs.

“Do the maths.

Our online training course delivered significant cost savings for our client.

Could they do the same for you?”

So, in addition to the initial £500 cost reduction, here’s a short summary of the wider savings our client gained from our online training courses.

Introducing PRS e-Learning Hub

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Summary of additional training cost savings

So, on top of reducing the cost of the course by, additional cost savings included:

1. Hiring costs of a meeting room

2. Travel costs of course attendees

3. Cost of food & refreshments for course participants

4. The cost to productivity caused by taking staff out the business for training

In addition to the initial £500 training course cost reduction, the first three additional savings (above) amount to an extra few hundred pounds roughly.

However, the most significant cost saving gained was from removing the impact to business productivity.

In short, our online training courses allowed our clients ten engineers to complete their Asbestos Awareness training course at a time to suit them, and the business.

Unlike their previous class room training, that took the engineers out the business, at the same time, for a whole day.

Ultimately preventing them from working. And the business generating revenue from their activities.

Online training enabled flexibility. Allowing training to be fitted in and around the commercial needs of our clients business. And their engineers duties.

Do the maths. Our online training course delivered significant cost savings for our client. Could they do the same for you?

Following the feedback on our online training course from their engineers, our client has purchased further online training course from our e-Learning hub, to support their business’s training needs.

We’d love to help you save time and money too. To find out if we can reduce your business costs, get in touch to discuss your specific needs.

Alternatively, find out more about our Asbestos Awareness training courses below.

About our Asbestos Awareness online training courses

Our suite of e-Learning courses hosts a comprehensive range of online training courses with certificates, approved by leading industry bodies.

To learn more about our Asbestos Awareness online training courses watch the video, or scroll down for a brief summary of our two courses, Asbestos Awareness, and Asbestos Awareness for Architects and Designers.

Asbestos Awareness | £35.00 + VAT

Our Asbestos Awareness online training course is aimed at all people whose job role puts them at risk of exposure to asbestos.

The course is approved by leading industry bodies, IATP, CPD and IIRSM, and complies with the legal requirements of the Control of Asbestos Regulations.

Buy Now | Free trial | Contact us re. bulk discounts or for any further assistance

Asbestos Awareness for Architects & Designers | £35.00 + VAT

Our Asbestos Awareness for Architects and Designers online training course has all the content of our asbestos awareness course, with additional information about the legislation and responsibilities of architects and designers.

The course is approved by leading industry bodies IATP, CPD and IIRSM, and complies with the legal requirement of the Control of Asbestos Regulations.

Buy Now | Free trial | Contact us re. bulk discounts or for any further assistance

Why not try a free trial?

We could tell you about lots of features and benefits our online training courses offer. We’ve already mentioned the cost saving our client achieved. However, what’s most important is not what we think, but what you do.

So, why not try a free trial, and see the quality of our online training courses for yourself.

Our free trial accounts allow you to take the first module of any, and as many, of our e-learning training coursers as you like. Furthermore, there’s no obligation to buy the full course.

However, if you do want to complete a training course, and on successful completion receive your accreditation certificate, when you upgrade you’ll continue the course from module two. (Assuming you passed the first module).

So, what do you have to lose? Sign up for a free trial today.

Branding Agency recruitment case study | Intro.

This branding agency recruitment case study outlines the most frantic assignment I’ve managed in over twenty years in recruitment. From brief to offer, the process gathered momentum quickly, due to the candidates circumstances and the agency’s desire to secure them.

In most scenarios, when it comes to service delivery, speed often substitutes quality.  This is generally true when it comes to recruitment. To be blunt, whilst we can work at pace, experience shows that a full in depth search, proper candidate screening and preparation takes longer than a few days. At least it does when you want a quality service and outcome.

To clarify, the recruitment process has a direct affect on talent retention. A strong and well managed recruitment process increases the odds of achieving a better return on your recruitment and on-boarding investment.

However, sometimes even during the most in depth search the need to react quickly occurs. It certainly did in this assignment.

Branding Agency recruitment brief

Engaged to source a business development manager, the branding agency recruitment brief was fairly generic. Based on our consultations we felt their spec didn’t reflect the true level of talent they wanted to attract. In short, their spec was written as if aimed at a more junior business development executive. As a result, the agency brief wouldn’t attract the caliber of talent desired, or their budget allowed.

Probing deeper, we developed the agency’s recruitment brief. And whilst not vital to the candidate specification, we added a number of key skills and experience that weren’t in their original job spec. In addition, we explored a number of “nice to have skills”, that would really set our shortlist above their own advertised recruitment efforts.

As an international branding agency, among others, we added the following skills and experience to our search brief:

• Additional languages. Ideally Spanish &/or French
• Cross culturally savvy. i.e. an appreciation of different counties customs & cultures
• Rather than just B2B business development experience, experience of selling conceptual B2B branding or marketing services

 

So, with our revised brief agreed by the agency, we commenced our search.

The need for speed

Having identified and qualified the candidate, it was obvious they were a perfect match for the branding agency job, culture, fulfilling all the necessary and nice to have elements of our brief. However, the need for speed was required.

In short, having been furloughed, and concerned about the security of their current role, the candidate was already at second interview stage with another agency. However, they also felt our branding agency job was a perfect match, and offered them their dream international career.

Presenting the candidate to our client, and highlighting the need for speed, they agreed that it looked like a perfect match. Reacting as quickly as possible, a video interview was a arranged at the first available opportunity the Managing Director and Creative Director could both be involved.

Shortly after, the candidate received an offer from the other agency they had interviewed with. Recognising that to secure their ideal candidate our client needed to react quickly, within the space of six days from presentation of the candidate, the formal offer was accepted.

Of course the above doesn’t cover the time spent screening the other candidates or admin connected to the assignment. Given the pace of the assignment, and the work involved to deliver the successful outcome, all involved worked around the clock and well in to the evenings.

The majority of time spent on phone calls was between us and the candidates. In particular the succesfull one, who given their situation, required regular communication, advice and support.

What we also haven’t mentioned is the clients time. Their online job advert received c.400 applications. How long they spent screening the response, we don’t know. Perhaps they didn’t bother, given the strength of our shortlist. But assuming they did, reviewing 400 CV’s would have taken considerable sometime.

Conclusion

In conclusion, the success of this assignment was down to the collaboration of all involved. Our client reacted quickly, and communicated with us throughout the process. As a result,  they secured their ideal candidate.

The candidate trusted our management of the recruitment process. With an offer on the table, and getting pressure to accept, they held their nerve and ultimately secured their dream job.

Whether or not the succesfull outcome would have been achieved without us, we can’t honestly say. However, they clearly didn’t get the right level of talent from their own advertising efforts. Furthermore, given the clients busy schedule, they wouldn’t have had the time that we spent carefully managing their chosen candidate. Ensuring they held their nerve. As a result, I’m certain even if the agency job advert had sourced the candidate, they would have probably lost them to the other agency’s offer.

Recruitment isn’t just about attracting job applications, the process needs to be well executed and managed to attract and retain the best talent.

Looking to attract and retain talent, or a recruitment consultancy that can support your career search, talk to us. We connect talent with companies that invest in their people.

Intro.

This creative agency recruitment case study summarises an assignment for a the top integrated creative agency. The Head of Photography was a newly created role within the agency. It was also a new discipline for us to recruit. However, the challenge wasn’t the talent attraction phase of the recruitment process. Our ability to research, identify and head hunt creative talent enabled us to present our shortlist within weeks.

Perhaps we found the agency’s ideal candidate quicker than they expected. However due to circumstances beyond our control, affecting the timeline from brief to offer, our management of the recruitment process was tested way beyond anything I’ve ever seen before. In fact beyond anything I’m ever likely to see again.

Drawn out over eight months, our management of the recruitment process delivered a succesfull outcome to this protracted agency recruitment assignment.

The recruitment process

Before the case, first of all I’ll briefly explain the recruitment process. Or at least our recruitment process.

For companies, dependent on their recruitment methods, in-house or outsourced to a different agency, the process may differ. This is also true for candidates who may have had, or receive, a different experience from other recruitment agencies. Or indeed from companies own internal recruitment processes.

However, to simplify the recruitment process for the purpose of this case study, I’ll briefly explain the talent attraction and talent acquisition phases.

Talent Attraction & Talent Acquisition

Talent attraction and talent acquisition are terms covering the complexities of the recruitment strategy and process.

Talent attraction describes the front end of our recruitment process, from brief, through the identification and screening of potential candidates. The talent acquisition phase describes the later stages of the recruitment process. From interview through to offer negotiations, resignation management and on-boarding.

The recruitment process should always be well executed. Integrating a seamless transition between the two phases. To clarify, a poor candidate experience can be detrimental to the success of the immediate, and future recruitment efforts, damaging the employer brand of the business.

So, with the process terminology explained, here’s the case study…

Creative Agency recruitment case study

We’d worked with the agency for several years. Assisting their evolution from a traditional above the line and below the line marketing agency to becoming an integrated creative agency.

Experiencing a rise in photographic briefs, in particular one of the agency’s key accounts wanted them to pitch for their on and offline photography work. Up until this point the agency had used freelance photographers. However, partly driven by their client, but also the desire to bring photography in-house, the agency wanted to recruit a Head of Photography.

However, the agency had a dilemma. Did they currently have enough photographic work to make the Head of Photography role commercially viable. Then again, could they risk losing a key account as a result of not having  in-house photographic capability.

Head of Photography | Brief development

The initial agency recruitment breif we was fairly sketchy.

In order to attract the best creative talent, the agency wanted to offer an attractive package. However, the need for the role to be commercially viable was also required. Therefore, the brief required the obvious creative talent, but the Head of Photography would also need to be willing, and capable, of championing photography as a revenue stream.

To further aid the commercial viability of this new position, we also recommended tweaking the initial creative agency recruitment breif.

Our suggestions for brief development included adding additional skills that would benefit the agency’s current creative output. In essence, seeking candidates with additional skills to support both the investment in the role, and also the agency’s creative output, whilst proactively developing photographic revenue.

The agency recruitment assignment

As much as the Head of Photography was a new role for the agency, at the time it was also a new discipline for us to recruit. Our talent attraction strategy combined the full mix of our recruitment methods.

The talent attraction stage of the process

Our ability to proactively target and head hunt creative talent delivered results within a matter of weeks. Having been briefed in mid November, we’d conducted an extensive search of the talent pool, presenting our shortlist in early December. First interviews for all but one candidate, were conducted before Christmas. However one persons diary couldn’t sync with the agency teams availability. Therefore preventing their interview from taking place before Christmas.

Following the Christmas break, extended holidays with some of the agency team meant the final first interview couldn’t be booked until late January. Over the weeks leading up to this point we not only liaised with the agency, and the candidate to arrange the interview. We also needed to keep the people interviewed before Christmas informed and engaged.

However, following the final candidates first interview, the agency decided they were the right person for their Head of Photography role. So, a second interview was arranged. Again due to diaries it couldn’t take place until mid February.

continues below 

The gap in the recruitment process

The second interview in mid February went well. Both the agency and the candidate were keen to progress. However, due to a number of internal issues, including holidays, medical issues with one of the agency’s key decision makers. A delay to the agency photography pitch to their key client, in short there was a gap in the recruitment process.

In order to keep the candidate engaged, and the agency updated on their situation, we maintained regular contact with both parties. By early April, the agency were ready to push on. However, due to busy diaries yet again, including the candidate being on a photo-shoot on another Continent for three weeks, the next meeting couldn’t be arranged until the end of May.

As a result, having been the sole contact between the two parties for several months, we suggested a phone call between the candidate and Creative Director. This was important, given the gap in the process, we wanted to get them back in direct communication, and start rebuilding rapport before the meeting in May.

The talent acquisition stage of the process

Following the return from their overseas photo-shoot the meeting between the agency leadership team and candidate was arranged. However, it also materialised that whilst working away, the candidate had been made an offer from the client they’d been working for.

With this new development to also contend with, we successfully navigated through the remaining interview, offer negotiations, resignation and notice period. As a result achieving the succesfull talent acquisition of the new Head of Photography for the agency. And also secured the desired career move for the candidate.

Creative agency recruitment conclusion

End to end management of the recruitment process, and candidate experience, at each touch-point of the recruitment process is essential. Particularly if you want to attract the best talent. Both for the immediate role and in the future. In short, poor management of the recruitment process damages a company’s employer brand. As a result affecting the success of current and future recruitment campaigns and talent retention rates.

Head of Photography | How we did it

We believe working in partnership delivers the best recruitment outcomes. This is true for all parties – client, individuals and our ability to assist both. The recruitment of the Head of Photography involved working collaboratively with a number of the agency’s senior leadership team. Including the HR Director, Creative Director, who we’d previously recruited for the agency, and the Group Account Director of the key account. Of course, it goes with out saying that throughout the recruitment process we also work closely with our candidates.

Our management capabilities during this assignment were tested beyond exceptional circumstances. Through no fault of our own, the recruitment process from brief to start date took eight months, despite us presenting out shortlist within weeks.

To achieve the successful outcome required extensive, and labour intensive, management. However, our collaborative approach ensured a positive outcome to this challenging recruitment assignment.

Got a creative recruitment brief and want to attract the best agency talent? Talk to us. Our proactive recruitment methods go beyond the low hanging fruit of active candidates, we search deeper, accessing the valuable passive talent pool. Contact us to find out more.

Intro.

Maintaining strong client relationships sometimes requires going above and beyond normal service levels. No matter how great your customer service levels are. This was certainly true for our client, an environmental branding specialist.

For several years, a key retail client of theirs had been substantially expanding. As a result our client had also enjoyed growth. Firstly, taking them from National supplier status, into Europe, and later beyond.

Following discussions with the retail brand, regarding their plans to open stores in the USA, our client contacted us. In short, they wanted our support to create a network of strategic supply chain partners in America.

Background | the company & their retail client

Our client had firmly established themselves as the retail brands sole supplier of environmental branding solutions. This included supplying internal and external branding, point of sale and display products. And in addition, managing the implementation and activation of each stores branded environment throughout Europe. As a result of the retailers continued international growth, our client had also began supplying products as far afield as Australia.

As the brands continued expansion led to stores opening in the States, they’d used various American suppliers. Each one supplying different components for the brands retail environments in the States. This included signage, environmental graphics, shopfront and internal cladding, point of sale and display solutions.

First of all, the retail team were struggling to manage multiple American suppliers. As a result, they wanted to adopt their European model. i.e. Engaging a single supplier to deliver turnkey solutions. Secondly, the retail brand owners wanted our client to evaluate, select and partner the American vendor network.

Background | the environmental branding company & us

We’ve worked extensively with our client, the environmental branding company, for over a decade. Supporting their growth by providing recruitment solutions, and other business consultancy services.

Previously engaged, on a special project, to help the companies new business development function. In short, using head hunting methodology to identify companies and key contacts within them, we researched and developed a database of new client prospects, in new market sectors on their behalf.

We were approached again to discuss a similar research, market mapping assignment. However this time, instead of researching client prospects, it was to identify potential American supply chain partners.

Brief / Consultation

Our client envisaged engaging us to conduct the first stage of the brief. i.e. the research and identification of potential Strategic Partners / Vendors in the States. Of course, initially, I was interested in the project. However, after discussing the next phases of the owners plan, I recommended an alternative and complete solution.

To Clarify, following the identification of potential strategic partners, each company would need evaluating. This would include inspection of manufacturing plants and quality of product samples, before potential partners would be invited to tender. And ultimately appointed as a strategic partner / vendor.

Whilst we could conduct the market mapping, passing all research over to our client. The owner would need to conduct and manage the extensive evaluation and selection process. The issue being time. He was already busy enough with the day to day running of his business. Hence him looking to outsource parts of this task to us.

As a result, during our consultation I recommended outsourcing the whole project to one of our Consultant network partners.

Identifying, Evaluating & Appointing Strategic Partners

Following our introduction, and meeting our client, our consultant created their proposal for the Vendor selection process. This included how they’d identify, evaluate and appoint strategic supply chain partners in America.

In addition, our consultant created a system to record the results of the RFI’s, as well as a matrix to score and compare the results.

As the completed RFI’s were returned, our Consultant entered the information into their score matrix. From here, the results were evaluated and a shortlist of potential American vendors was created. Each was notified they were through to the next stage of the selection process.

RFP / RFQ

The next phase of the vendor selection process was to send the shortlisted organisations a Request for Proposal and Presentation. This asked each to demonstrate how they’d implement the programme, and included fees and product costs, KPI’s and SLA’s.

Again our consultant produced a comparison and scoring matrix, obtained references, requested samples and from there created a vendor shortlist. Informing the remaining vendors they were through to the next stage.

Vendor Visit & Inspection

Having started the process with well over 100 prospective vendors, the evaluation and selection process refined the list to 10.  Our Consultants next step was to verify the information they’d gathered.

This required visiting and inspecting each of the shortlisted vendors. Clarifying any queries prior to final bids, factory audits, quality and health and safety checks. This would also include visiting the vendors previous supply and installation projects.

In addition our consultant was tasked with exploring opportunities for reciprocal work from the potential American strategic partners.

Clarifications & Final Bids

Request for Final Bids and Recommendations from the vendors was sent. The replies were entered into the final comparison scoring matrix.

At the same time our Consultant drafted the Framework agreements.

Vendor Appointment

Finally 3 vendors were appointed as strategic partners to our client. The supply chain partners were issued with framework agreements, including the contractual terms, KPI’s and SLA’s.

Conclusion

Our consultant brought their expertise, network contacts and experience of assessing supply chain partners, to deliver a successful outcome quickly. Allowing our client to focus on the day to day running of their business, without a drop in productivity. At the same time, enabling our client to capitalise on the opportunities within the United States, and maintain strong supplier relations with their retail client. Furthermore the potential for reciprocal work for UK and European projects, from their new American strategic partners meant, in conclusion, this was a win win for all.

Following the evaluation and selection of the American vendor network, our Consultant remains engaged. Assisting with vendor immobilisation, integration and performance management.

Got a special project you think we, or one of our network partners, could help you with? Contact us to discuss your business needs and how we can help you achieve your goals.

Putting the success into succession planning

Putting the success into succession planning is a case study on the planning, strategy, implementation and management of an Owner, MD and Shareholders exit strategy. What could have been a complex assignment, we quickly brought clarity and developed the strategy for the founder of an Environmental Branding SME retirement exit.

In short, where others had tried and failed, we put the success into succession planning, for our client.

Intro.

We were contacted by the Founder, Managing Director and main Shareholder, of a multi-million pound turnover SME specialising in environmental banding. Having established and ran the company, enjoying the ups and surviving the downs, of running the business for several decades, they wanted to retire. In particular, they wanted to retire ASAP.

However all previous efforts, to form a viable retirement exit strategy had cost them time and money. Unfortunately without delivering their desired retirement or a succession plan.

The business

The business provide bespoke, environmental branding solutions. Offering in-house design and manufacturing, supported by supply chain partners and sub-contractors. Their services also include project managing each stage of the design, implementation and management of their clients brand life-cycle. Working with architects, designers and brands, the company have an enviable portfolio of clients and were on a strong trajectory.

However, the founder had already passed his intended retirement date. Despite his best efforts over the last few years, he still had no tangible succession plan or retirement exit strategy.

At this point he contacted us for help.

Consultation & key findings

Listening to the owners story of thirty plus years in business. Their previous attempts to form an exit strategy, that had cost considerable time and money, without delivering the desired outcome. Ultimately it would have been impossible not to warm to, and empathise with, him.

Having lived the highs, and survived through several periods of difficult trading conditions, each time navigating the business through them. The Owner had established a strong business, but was now ready for a well deserved retirement.

Notable key findings included:

• Over the last few years the business had engaged several companies, claiming they’d package up and sell the business. All at a cost of course. In short the owner thought they’d deliver his exit strategy. At the same time boosting his retirement fund. For reasons we later identified, unfortunately these companies didn’t deliver!
• The business had a flat management structure. Whilst it had talented individuals within it, no one had been groomed to take over from the owner.
• The MD was firmly entrenched in the business. As a result he was instrumental in its day to day running. Additionally he was also the main contact for several key clients.

 

Keen to retire, the owner had considered selling the business for well below its value. He’d also even contemplated closing it down. However after thirty years in business he hoped to be able to find a solution that would protect the jobs of his staff, and an exit strategy / succession plan that would allow the business to continue operating well into the future.

Confused by their previous efforts, they did not know what their retirement strategy should look like. Sell up, promote someone to take over the running of the business, or close it down.

All options had pros and cons.

Succession planning strategy

As stated earlier, this could have been a complex assignment. To put it another way, we we’re dealing with financial, emotional, not to mention the security of the founder, shareholders and the remaining business’s future. However we knew we were capable of putting the success into succession planning, for our client. Furthermore, we thrive on providing solutions and this assignment had the exact challenges we enjoy. A major project, with emotional wins that would make a real difference to people’s lives.

Our proposal and succession planning strategy consisted of several phases. Specifically created to deliver a dynamic route, with alternative options at key milestones, each concluding with the owners desired retirement exit.

Clarification

70% of succession plans for family run business fail. 50% of non-family leadership transition fail. In order to deliver the best outcome for the owner and the business, the first step was to help him get clarification on exactly which options were viable.

As part of our retained executive search proposal, we introduced one of our interim business consultants, at no extra charge. Our consultant was recommended to help the owner asses and clarify their options. This included capability assessments to identify possible future leaders, within the business and externally, company valuation and various business sale options etc.

We specifically selected this particular business consultant from our network, due to their experience in the branding and visual identity industry. Furthermore they’d run SME businesses, restructured and sold them, whilst managing a robust handover. Likewise our business consultant was also experienced in recruiting, training and mentoring senior leadership teams.

As a result, whichever route of our dynamic retirement strategy was taken, our business consultant had the necessary capability and experience to ensure the outcome would be successful.

Conclusion

On completion of phase one, we’d clarified exactly what was viable for the company and the owner to successfully deliver his retirement exit.

Working in a three way collaboration – us, the shareholders and our business consultant, and following our strategy and timeline, the process and desired outcome was a success. In particular we delivered the result earlier than the owner expected. Within months the Founder / Managing Director went from having no tangible succession plan to being very happily retired.

Additionally the business has continued on its strong trajectory, building further on it’s strong foundations.

If you’d like help putting the success into your own succession planning,  contact us for a confidential consultation, and discover more about what we can do for you.

This assignment combined several areas of our expertise, including succession planning and senior appointments. We were engaged by the Founder, and Managing Director, of a boutique experiential marketing agency, to recruit a Creative Director. Capable of not just the creative direction and output of the agency, but also the running of it.

Most recruitment case studies paint a picture of a smooth, perfectly executed assignment. Whilst I’d love to tell you nothing ever goes wrong, it would be a lie. This assignment had more than its fair share of hiccups!

Experiential Marketing Agency | Creative Director

Intro

This was a new client win. Having researched the experiential marketing agency, selecting them as a prospective client of interest, we wrote to introduce ourselves. Consequently adding the agency, and Managing Director, to our database. Following our introduction letter the Managing Director began receiving our occasional marketing.

After a few communications from us, the MD was impressed by the multi-disciplined talent profiles featured in our communications. In short, he called to find out more about us, and also to discuss his recruitment requirements.

The MD wanted to recruit a Creative Director. However, during our discussions, it was apparent his requirements were more than just recruiting a Creative Director. He also wanted to retire. As a result the MD wanted the new Creative Director to help formulate his retirement exit strategy. First of all to take over the day to running of the agency. Additionally, the possibility to take over the ownership in the future. Alternatively, trade it on, building up the agency, for future sale.

Experiential Marketing Agency | background

The Experiential marketing agency had been founded by the Managing Director over thirty years before. He’d established it as a leading experiential marketing and communications agency. Operating from their studio in Shoreditch, London, the agency serviced an international client base.

The creative agency were recognised for cutting edge, creative design, as well as delivery and management of experiential marketing and brand activation campaigns. Offering a turnkey service for Exhibition, Events, Visitor Attraction and Branded Environments. The agency’s services included conceptual design, technical design, specification of materials and finishes. They also managed the entire process post design. This included evaluation, selection and management of manufacturing and installation contractors. Project managing the activation, including installation and post install management.

At the time of our engagement, the agency turned over c£2M. They had a creative team of eight, plus freelancers. They also had several administration support staff. In the past the agency had been bigger. Both in terms of turnover and headcount. However, the Owner had scaled the agency down in recent years. This was due to his pending retirement.

In summary the Owner had created a sound platform, for the new creative director to take over, and grow the agency again.

Consultations

First of all the owner and I had preliminary phone consultations, before arranging a meeting at the agency’s Shoreditch studio. Struggling to get our diaries to sync, we eventually found a date. The meeting was booked for several weeks in advance.

In our haste to get a date in the diary, neither of us realised we’d arranged the meeting for the opening day of the London, Olympics.

“I’m much better at recruitment than I am at time keeping!”

I arrived two hours late! Worse still I’d been stuck on the underground, unable to call to warn I’d been delayed. At least until I was back above ground.

After apologising for being so late. Joking I’m much better at recruitment than I am at time keeping. Luckily the owner saw the funny side and was totally understanding.

We continued our discussions, formulating the brief and discussing how we’d approach the assignment. Providing input to help mould the owners thoughts, we discussed his options for exiting the business. This was vitally important to clarify. It would form part of our brief, influence our search requirements and the qualification of possible candidates.

During a break, I was given a tour of the studio, and the opportunity to chat with some of the creative team. This was great, and helped me get good insight into the studio setup, and the agency’s culture.

Finally the owner and I went back into our meeting, finalised the brief, candidate specification and our terms of engagement.

Engagement

The owner had had previous dealings with the so called leading players of creative recruitment. Those, who unlike us, are based locally in London. Hower the owner felt the majority of recruitment agencies talk about the amount of candidates on their database. In his opinion, he felt these agencies recruitment strategies relied on advertising or passing candidates popping in for a chat.

Having first been impressed by the range of talent featured in our marketing communications. Above all, the MD liked our proactive approach to sourcing talent.

In contrast to other recruitment agencies, what the owner liked about our approach, was we talk about sourcing the best talent for the role. Using proactive talent attraction and acquisition strategies. Rather than just offering the best talent on our database.

As such we were engaged to run a full search, integrating head hunting alongside all other recruitment methods.

Creative Director | recruitment brief

The Owner / MD fulfilled the role of Creative Director. Therefore to retire he needed to find his replacement. As a result he needed to recruit a creative, with 2d and 3d design capability, to direct the creative team. They also needed to be capable of taking on the running and management of the agency. And possibly have the desire and means to purchase it in the future.

The Creative Director brief required a multi disciplinary conceptual designer. As Creative Director they would be responsible for all creative output, client services, and growing the agency’s sales revenue.

It was imperative that candidates were innovative. Both in terms of creativity and use of technology, materials and products, to create bespoke high spec solutions. The creative director would need to be strong on 3d and 2d design. They’d also need solid technical understanding of design and build processes.

Additionally potential candidates needed to be business savvy. Capable of the commercial aspects of running an agency.

Finally we’d also need to screen, and qualify, candidates for the potential future purchase of the agency and / or their willingness to grow the business and sell it in the future.

“All went very well on Friday and I have made the offer. There is also the very genuine wish for there to be the opportunity of a management buy out should (name removed) prove as successful as I believe he could be. Many thanks for all your help Julian”

Conclusion

As a general rule our recruitment assignments run smoothly. If they didn’t I wouldn’t be writing about the issues faced in this assignment. I would have written the case study, excluding the first two candidates from the story, and just skip to our success. However during the recruitment process, sometimes curveballs are thrown in. First of all I believe in honesty. Secondly I’d like to think this demonstrates our commitment to delivering results for our clients. If at first we don’t succeed we’ll try, try and try again.

In the space of five months, from initial brief to the start date of the new creative director, we had sourced several candidates for interview and three candidates that were offered the position. Had things worked out differently with the first candidate, we would have have delivered results within weeks.

This assignment was more than just the recruitment of a creative director. When you factor in three offers, the first two of which didn’t go the distance, and a three months notice period for the one that did. Whilst it wasn’t perfect, I think this assignment was worthy of a case study.

To conclude the Creative Director joined, built up the agency over four years. Rather than forming an MBO he and the founder successfully sold the business to a larger agency.

This was the desired outcome for the owner and therefore success.

*NB. This case study has been updated and reposted.

If you’d like to find out more about us or discuss your own requirements, feel free to get in touch

A Client based overseas in Europe with a schedule involving extensive International travel. This EMEA Recruitment assignment had a challenging brief. The candidate specification required a senior Project Manager with branding experience. They needed to be cross culturally savvy and speak multiple languages. Their responsibilities would be to manage the EMEA region of a global workplace branding, roll out. Finally, one last key point. They were required to start asap!

EMEA Recruitment | Case Study Intro

As is often the case, consultancy businesses tend to operate with a lean business model. Ramping up resources with the specific talent required for different projects. In this EMEA recruitment case study, our client, a Brand Design, Strategy and Activation consultancy, were looking to do exactly that.

Having won a large global brand implementation programme, they needed to recruit a cross culturally savvy, multilingual Project Manager. They would be responsible for the delivery of the brand roll out, across the EMEA region, as part of a larger global braid g programme. This was a new client enquiry for us. As with every assignment we started off with an initial consultation. We wanted to understand the company, its culture and their specific resource requirements. Following initial discussions, we put together our Pitch. Outlining our experience of recruiting within the branding markets, our talent attraction and acquisition strategy and a timeline for the recruitment assignment.

EMEA Recruitment | The Client

The client was a multi-disciplinary brand strategy, design, implementation and management consultancy. Servicing international blue chip organisations, across all market sectors, they specialise in global brand implementation management.

With offices in various countries spanning Europe, the Americas and Asia, and a network of strategic international Partners, they offer a range of services including:

Our client contact, the Managing Director, was based overseas in Europe. Due to the international nature of the business, the MD spent most of his time travelling to Client and Partner meetings.

This added to the complexity of the assignment. Requiring both parties to work collaboratively, across different time zones, and stick to a pre-planned schedules of regular video conference calls for updates.

“Pyramid (Resource) Solutions helped us with recruiting and fulfilling one of our most essential roles in our organization. I very much appreciated working with Julian and can certainly recommend him to anyone that looks for excellent recruitment services in the Branding and Visual Communications industry.”

EMEA Recruitment | The Brief

Engaged to source an experienced Project Manager. They’d be responsible for managing the delivery of the EMEA region, as part of a global roll out. The project was the workplace branding for a leading online retailer. This included signage and wayfinding, environmental graphics and other branded assets.

Providing the strategy and managing the implementation of all branding, in over 30 locations worldwide, the EMEA Project Manager would work closely with the client, internal and external teams. They would also manage third party suppliers, network partners and stakeholders.

The EMEA Project Manager’s responsibilities included

• Assist in the creation of the “brand bible” in order to deliver consistency across all global markets.
• Management of all sites across the EMEA region, as part of  a confidential global re-brand of all the clients branded assets.
• Manage Account and Project Management systems and maintain CRM system.
• Client and stakeholder management.
• Management of all internal and external operations.
• Management of multi-disciplinary Project and Design teams, including suppliers and partners.
• Write and implement Project Management plans.
• Form high-level project plans, condense into smaller plans and translate into floor, building and vehicle fleet plans
• Liaise with design teams manufacturers and converters.
• Management of the client’s expectations throughout the project.
• Perform periodic reviews with clients and project teams.
• Develop strong relationships with clients, key partners, network partners, suppliers, contractors and brand controllers.
• Understand deviations from plans and pro-actively implement corrective actions.

Read another international recruitment case study

about an early Dubai recruitment assignment for an architectural design and supply company.

EMEA Recruitment | The Candidate Specification

It was envisaged that the EMEA roll out would be completed within six to nine months. This allowed time for post project completion debriefs and client feedback. We needed to find an experienced Project Manager, who could start quickly. Was available and willing to be engaged for a minimum of the duration of the programme. Additionally the individual needed to fulfill the following spec:

• Academically strong and preferably have recognised certificates / qualifications in Project Management.
• Ability to speak at least three European languages, English was essential and ideally one of the others would be German.
• They needed to be cross-culturally savvy – with an appreciation, and ideally experience of, working with different cultures across the EMEA region.
• Experience of working within a visual communications design or branding agency and / or experience of brand implementation.
• Proven record of managing multi-disciplined cross functional teams.
• A willingness to travel extensively throughout the EMEA.

EMEA Recruitment | how we did it

Consultation 

Initial consultations were arranged via email and conducted with the MD over a Skype video conference call. Having listened to our clients requirements, and gained understanding of the brief, we were asked to present a Pitch.  Outlining our experience of the the branding market sector and providing an assignment plan, including our recruitment strategy and timelines. Following our pitch, we were engaged.

Given the MD’s diary, which involved constant travel through various time zones, we agreed specific times and dates for further Skype calls. These would be used to track and discuss our progress, report back with our findings and discuss further.

Only one of these slots was missed. Although the MD let us know he wouldn’t be available a few minutes before. He did have good grounds to postpone – he was being evacuated from his hotel in Brazil, due to a strong earthquake. Thankfully no one was injured and we rescheduled.

Recruitment methodology

The branding project was due to commence quickly. Our clients EMEA recruitment of a Project Manager was not only vital, but urgent.

One of the benefits of specialising in recruiting for niche markets is we constantly monitor the talent pool within them. Tracking who sits where so we’re ready to approach as and when an appropriate opportunity arises. We also maintain relationships with industry experienced individuals, collated over the years, who’ve been sourced through various recruitment methods.

Able to quickly perform executive search / head hunt assignments, having identified and mapped the talent pool, we’re able to move quickly. Making contact with identified candidates yet to be approached, as well as our existing network of industry experienced talent.

Shortlisting 

Through our search and selection process we created a long-list of  candidates. This was made up of identified talent yet to be approached, as well as our network of industry contacts. Following our screening and qualification process we drew up our shortlist. This was presented by email along with cover notes for each individual.

Interviewing 

Following our shortlist presentation, and as previously agreed in our assignment timeline, another Skype call took place. Expanding on our cover notes and discussing each candidates credentials, the interview schedule was drawn up.

Due to our clients international travel arrangements, Initial first interviews took place over Skype. He then flew in to interview his chosen candidate face to face.

EMEA Recruitment | Conclusion

Despite a challenging brief, and the complications of the clients travel, the assignment was executed perfectly. Thanks to a client who understood the benefits of working collaboratively with us, all parties enjoyed a well executed recruitment process and successful outcome.

Terms of engagement were negotiated with the EMEA Project Manager, and the succesfull candidate was being inducted into the business within weeks of our initial client consultation.

Got a domestic or international recruitment assignment you’d like to discuss with us. Get in touch, we’re confident we’ll deliver on the most challenging recruitment briefs.

Case study intro

Contacted by the newly appointed Managing Director, of an engineering and construction company. They’d been recruited to return the business to its previous market leading status. Having had chance to review the organisation, and devise their business improvement strategy, the Managing Director briefed us to source the talent needed for their plan.

The strategy included major organisational change. This included re-positioning the business, their brands and the recruitment of a new senior leadership team. We worked extensively with the MD, delivering key senior appointments, of leadership talent to deliver their strategy.

In this case study we summarise the recruitment of a Marketing Director.

Marketing Director recruitment brief

The construction company were out sourcing their marketing function to an agency. In order to reduce costs the MD planned to bring marketing in house. Within his business strategy he’d budgeted for the recruitment of a Marketing Director. And also a team of Marketing Executives and assistants. Calculating this would significantly reduce marketing costs, compared to using an external agency.

We were briefed to source a Marketing Director, with B2B Marketing experience in construction or building products. They could come form either a marketing agency background, or major construction and engineering business.

Shortlisted candidates were also required to have:

• Complete experience of the full mix of marketing disciplines
• Demonstrable experience of creating & delivering marketing strategies
• Director or senior marketing management level experience
• Experience of the contract, specification, architect & design community
• Strong leadership qualities, able to champion marketing initiatives
• Ability to collaborate with the sales & commercial functions of the business

Search methodology

Our search strategy, for recruiting a marketing director, combined the full mix of our recruitment methods. As a result we compiled an extensive list of potential marketing talent. Firstly approached to establish their interest in exploring new career opportunities. Then screened to evaluate their suitability against the marketing director recruitment brief. Following screening we presented our shortlist.

Following our recruitment process, project managing the entire process through to on boarding the new Marketing Director, an offer was made and accepted. Notably the succesfull candidate was sourced by head hunting. As a result they had not previously been actively seeking a new position. Therefore managing their resignation included overcoming the threat of a counter offer. In addition, managing the candidate through their three month notice period.

Conclusion

The successful appointment and on-boarding of the marketing director was a smooth transition. In addition, we successfully helped the business with several other executive appointments. We also recruited additional members for the new marketing function and the sales team.

The Managing Directors business improvement strategy was successful. As a result, leading to growth in revenue and profits.

Got a marketing recruitment brief? Whether its for a Senior Marketing vacancy or Marketing Executive role, get in touch. Lets discuss your specific marketing recruitment brief, and how we’ll help you recruit marketing talent.

Following the recruitment of an Operations Director, for a Dubai based Group specialising in the design, engineering and installation of architectural solutions, we were soon working with them again.

This brief was for the recruitment of a Programme Delivery Director, for the Groups Signage & Wayfinding division. With the boom of development happening in Dubai, and the wider UAE and Middle East, the business was seeing huge growth. As a result the Group Managing Director wanted to strengthen their project delivery team.

Programme Delivery Director | Wayfinding & Signage recruitment brief

The Programme Director recruitment brief required senior management experience in leading Projects teams. It also required sound technical understanding of design to implementation of signage and wayfinding solutions. The Programme Director would collaborate with other Group members, on shared contracts, as well as link sales, design and fabrication with project delivery, within the signage and wayfinding division.

Notably, the brief also included responsibility for:

• Client Services – Meeting with prospects, existing clients & key stakeholders, to secure new business & develop existing accounts.
• The negotiations of contracts, including the commercials of service level agreements (SLA’s).
• Identify & develop supply chain partners, overseeing quality of their products & services.
• Negotiating supply chain & sub contractor contracts, including complete management of external resources.
• Overseeing design, specifications, creation & management of brand guidelines & consistency throughout project delivery.
• Directly accountable for the delivery of all projects, management of the internal project teams & external stakeholders.

Programme Director | Dubai Recruitment conclusion

The search combined a mix of recruitment methods. This included head hunting, database search, networking as well as advertising. In summary, the succesfull candidate was sourced from our extensive industry network.

Relocating to Dubai, they joined the business initially on a contract basis. In short this was to see how they’d adjust to the expat life in Dubai.

Following the appointment of the Project Delivery Director, they successfully went on to help secure, and manage, numerous high profile signage and wayfinding projects. This included a number of highly prestigious developments, throughout the UAE region.

Yas Marina, Abu Dhabi, F1 Circuit is just one example of the numerous prestigious signage & wayfinding projects. 

Got a domestic or international recruitment assignment you’d like to discuss. Get in touch, to find out more about how we’ll help you source industry leading talent. We’re confident we’ll deliver on the most challenging recruitment briefs.