Following several key findings from a major consulting firm, it was clear that the IT function needed a unifying leader.

Three very separate divisions within the group were operating independently of each other and as a result IT was not supporting the store operations in an effective and efficient manner.

Buckley & Wallace were instructed to carry out an International search for a Group IT Director. Our first task was to clearly sector map for a change driven IT Director. Working closely with both the Group HR Director and the Group Finance Director, we compiled a truly reflective Assignment Briefing Pack, which enabled target candidates to make an informed decision as to whether they would be up to the challenge of the role.

The search was concluded in under eight weeks from its inception and within two months the successful Group IT Director has already made structural changes to the department that have made a direct impact on   the bottom line. He has, working closely with Buckley & Wallace Executive Search and the HR Director, formulated a key strategic plan, resulting Buckley & Wallace Executive Search being appointed preferred supplier.

The board identified the need for a concise development strategy going forward to be able to deal with the forthcoming changes in the gaming laws and we were retained to find a Property Development Director.

Working to a strict timetable and closely with the client we drew up a specifically targeted long list, from which our research team started  identifying and approaching specific individuals immediately. Interviews were organised from the end of the first week and a shortlist was formed within four weeks of taking the brief.

We identified, evaluated, and presented multiple candidates to the client. The successful candidate was was a senior-level Property Director who had both asset management as well as extensive development experience and appointed shortly thereafter.

The role, although primarily based in UK was responsible for the retail operations in several newly entered East European markets.

The group currently operates in 7 European countries on either a wholly owned or joint venture basis with over 300 retail outlets in the region. Eager to take advantage of further expansion possibilities in the European Union, our client decided that it needed to expand its current retail team to include an experienced retail operator with Eastern European experience.

Our client was concerned that as a small, close-knit team, hiring externally may upset the balance within its team members and cause potential disruption amongst the regional offices. It was agreed that the successful candidate would be solidly business-oriented; exceptional at building relationships with internal clients, franchisees, and business; strategic and proactive in providing counsel to senior management; and experienced  in managing a geographically dispersed and diverse team of retailers.

Buckley & Wallace Executive Search began by reviewing which UK and European companies provided similar services (healthcare retailing) and discussing this with the client.

On deciding that it would be beneficial to bring in fresh retailing perspectives, Buckley & Wallace Executive Search agreed  to look outside of the usual talent pool to seek this talent. Buckley & Wallace Executive Search used our extensive research network and after agreeing  a tight timetable with the client presented the shortlist of five fully qualified candidates within five weeks of inception of the search. All the candidates fitted the brief and several spoke more than two European languages including English. Each candidate possessed a desire to work within emerging retail markets in a company that was willing to nurture and grow its talent.

All the shortlisted candidates were interviewed resulting in the hire of an MBA qualified and highly experienced European retail professional. Although this individual had no previous healthcare experience it was unanimously agreed that their professional attitude and approach would see them fit seamlessly into the team. Along with a structured induction programme within Head Office and the regional offices any potential disturbance to the balance of the existing teams was minimised and the introduction of the new employee was allowed to progress smoothly.

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