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.

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.

This recruitment case study summarises an executive search assignment for a marketing and advertising agency.

Arguably one of the most critical roles for any creative agency. They needed to replace their out going Creative Director, who was off on their next creative adventure. As a result the advertising agency needed to recruit new Creative Leadership.

Not only did the advertising agency want to engage a specialist marketing and advertising recruitment consultancy. They also wanted an executive search firm to evaluate the creative talent pool using head hunting methodology.

So, having previously head hunted a Senior Art Director, from a direct competitor, the agency wanted us to partner them again. This time to head hunt a Creative Director.

The marketing & advertising agency

If you’re from the North of England, then depending which side of the Pennines you’re from, you might say the marketing and advertising agency are based in the Capital of the North. With a team of over 150, the agency are recognised as one of the top creative agencies outside of London.

Under the creative leadership of their out going Creative Director, the agency had seen solid growth. This included their revenue, head count and also the evolution of creative services. Transforming them into an integrated marketing and advertising agency.

Working with leading retailers and consumer brands. The marketing and advertising agency are recognised for crafting creative, award winning B2C above the line marketing and below the line campaigns.

The agency were already on a strong trajectory. However, they wanted to recruit a Creative Director to take them to the next level. Supporting the agency’s further growth. Enhancing their creativity and evolution of integrated services. And additionally to secure their status as the number one creative agency outside of London.

Creative Director recruitment brief

The Creative Director recruitment brief required the ability to lead a large team of talented creatives, designers and creative art workers. Their leadership style would inspire and develop the creative teams talents. Also, the Creative Director would know how develop concepts and craft them into award winning campaigns.

Responsible for the creative positioning, output and for looking for the big opportunities with clients. The Creative Director would also:

• Raise the creative thinking & product of the entire agency
• Develop an integrated approach, for digital & through the line marketing & advertising campaigns
• Present work with a fully thought through case, & be able to adapt presentations to suit different situations
• Inspire people & get buy in to their thinking. This would include both the agency team & clients

The person specification

The person specification required the shortlist to be creative figureheads. Well respected in the creative community. Therefore they’d have an existing high profile, and reputation, as a top Creative Director, in an established well recognised creative agency.

Shortlisted candidates would also have a demonstrable track record of winning creative awards, leading and inspiring highly skilled creative teams. Furthermore, they’d have the gravitas to work within the Senior Leadership Team, and inspire the entire agency to achieve great success.

Experience required

To be considered the following summary of required experience included:

• London agency background
• Award winning Creative Director
• Either Art Director or Copywriting background
• Experience of working at a senior Board level
• Through the line experience generating BIG ideas
• An integrated approach with digital knowledge
• Demonstrate successful negotiation of large profitable deals
• Experience of working with major retail & consumer brands
• Understanding of the agency market
• Able to work full time & live within reasonable commuting distance of the agency

We recruited a Creative Director, for a London experiential agency, to facilitate the founders retirement exit. learn more

The search

Working collaboratively with the agency’s senior team. This included the exiting Creative Director, who was overseeing the recruitment of their replacement, the HR Director and Managing Partners.

Whilst the exiting Creative Director was prepared to continue in their role, until a suitable replacement was found, we were instructed to perform the most in depth search. However, we were conscious of delivering within a time line to suit both the agency and the exiting Creative Director.

Given the brief of sourcing a Creative Director with experience of working in a top London creative agency, we created our search strategy.

Our head hunt strategy focused on researching potential creative talent in the region, and also those working in London who had originated from the North. Our thought process being having gained experience in a London agency, they may now consider relocating back to their roots. Our experience showed that some who had moved to london to further their creative careers, thought about returning home later for family reasons.

Our strategy was obviously supported by searching our own extensive database. To ensure we covered every angle, we also created social and digital recruitment advertising campaigns to draw candidates from all over the country, that would be evaluated against the brief.

Conclusion

Having conducted an extensive search, and evaluated the creative talent pool, the succesfull candidate was sourced by our head hunting methods.

Possessing previous experience of heading up Creative teams in leading London agencies. They’d also spent considerable time working in one of the worlds largest, and truly integrated agencies. This had given them experience of working in San Francisco and several capital city’s across mainland and Eastern Europe. A multiple award winning Creative Director, across TV, media and digital campaigns, both in Europe and America. They’d also established their previous agency to be in the top five agency’s, out side of London, for the last four years. During that time ranking as the number one several times.

Whilst to complete our search took several weeks. Once identified, screened, qualified and presented to our client, following our recruitment process, the creative director recruitment was concluded swiftly. In short the agency loved the candidate, and acting accordingly.

Under the new Creative Directors leadership the agency continues to grow. Integrating new marketing services, winning additional market share with existing accounts, acquiring new clients and awards.

We’ve also continued building our relationship with the agency. Supporting their growth and development by recruiting top creative talent, as they continue to expand and integrate new marketing and advertising services.

Do you want to recruit the best creative talent? Get in touch to discuss your creative recruitment brief, and how we’ll support your talent attraction and acquisition needs.

The wayfinding design consultancy

At the time of this assignment, the wayfinding design consultancy had a multi-million-pound turnover. Revenue was generated from wayfinding strategy and design services, primarily for UK projects. Clients included international architectural practices, corporate companies and major developers.

As the design consultancy’s reputation grew, so did project inquiries from the UAE. As a result, the Managing Partner was splitting their time between the UK and the Middle East. Firstly, recognising the growth opportunity and secondly spreading themselves too thinly would limit the consultancy’s growth, they wanted to open a Dubai studio.

In short, this would show commitment to their UAE clients. It would also give a regional presence to support business growth in the Middles East.

General Manager | Wayfinding design recruitment brief

First of all, the UAE General Manager would be responsible for establishing the business in the Middle East. Secondly, as the business and revenue grew, they’d be required to set up the studio’s creative and client services teams.

The General Manager for the Dubai office would also be responsible for:

• Recruiting and leadership of a multi-disciplinary team
• Full P&L
• Business development
• Project management
• Accounting & finance
• Proposals & tenders
• Wayfinding, creative development & design

 

Additionally, the person specification for this wayfinding design recruitment brief required senior level creative agency experience.

Initially, as UAE business grew, all design would be completed by the UK creative team. Therefore, our brief was to source a senior business development, or client services, director from a creative or design agency.

Furthermore, the recruitment brief required candidates to speak English. Additional European languages would be advantageous.

Conclusion

First of all, we conducted a full international search. This required sourcing and screening literally hundreds of candidates. Secondly, on completion of our search, we shortlisted potential candidates from the UK and Europe. Following the interview process, which included a trip to Dubai at the final stage for the successful one, an offer was made to a European national. Notably. they were experienced at working at a senior level, within leading global creative agencies. They were also fluent in three European languages.

In under three years, the new General Manager built up the Dubai wayfinding studio to turnover in excess of £1M. Expanding the studio to a team of 10, plus establishing a network of freelancers.

Projects covered complex wayfinding strategies, environmental branding as well as sales centers, guidelines for the built environment, advertising recommendations, and product launches.

Today the Dubai wayfinding consultancy’s work can be seen across some of the most iconic developments throughout Dubai, Abu Dhabi and the Middle East. If you think of the most prestigious projects in the region, it’s highly likely that the studio worked on the wayfinding design and strategy for them

Got an international recruitment, or creative recruitment, assignment you’d like to discuss? Get in touch to discuss your brief and find out how we can support your talent attraction and acquisition needs.