Supply Chain & Logistics Director, Building Product Manufacturer
As a group our client are market leaders across several subsectors within building products. The individual business has operated as a world class manufacturer of bathroom products, commanding over half of their core product range market share within the UK for 50 years.
Having completed boardroom positions for another company under the wider group, Collingwood were recommended to this individual manufacturer to partner in the search for a newly created board level appointment.
As a group they are market leaders across several subsectors within building products. The individual business has operated as a world class manufacturer of bathroom products, commanding over half of their core product range market share within the UK for 50 years.
Having gained promotion five years ago, the Managing Director had put in place significant growth plans, to be realised by 2025.
The Position & Its Challenges
For the business to realise their 2025 vision, the Managing Director was looking to bring on board an experienced director who could deliver change across their logistics, supply chain and production functions.
Operationally, key metrics had performed strongly, but they lacked direction in terms of complex international sourcing agreements – component level procurement ran into the thousands, with an overreliance on too fewer suppliers. Additionally, more joined up thinking was necessary across the logistical functions.
It was clear that blending these three main disciplines was a necessity; something that Collingwood’s Head of Building Products & Construction, Mark Goldsmith, highlighted would be a tough blend to find in abundance.
Furthermore, this was to be a sensitive search, due to an existing director internally not being aware of the MD’s intentions and this person would need to live within commuting distance of their midlands base.
The Solution & Result
It was very clear that this person would be sourced thorough research-based headhunting, with the sharing of key information throughout the headhunting process to the MD an essential part of the process. The shortlist was likely to be limited, with context to the MD as to “what good looks like” and limitations on numbers essential.
Pulling together research on the regional building materials market, Mark was able to identify 49 companies who manufacture building products. Candidates from these target organisations were then approached, across the three disciplines. However, over 20 target candidates only had one or two of the three facets (e.g. Ops Directors with a production only remit).
Sharing this information via Collingwood’s online portal access on the search was critical, especially as results on CV’s received that would fit the brief were limited. It became clear that exhausting any potentially strong candidate was essential – this was achieved through approaching the better candidates via phoning their offices, obtaining personal emails and creating a number of contact opportunities.
Mark ultimately submitted five candidates, interviewed all five and recommended three.
When reviewing the intelligence gathered through the headhunt, it was clear to both Mark and the MD that one candidate shone and so Mark was to keep close to the individual.
Although the business took two of the original three candidates through to final interview, this one candidate progressed to offer stage, with Mark managing the negotiation and notice process to a successful completion.
This candidate had worked within the product sector previously. Not only did he have a strong blend of the three main disciplines required, but it was also envisaged by all that he would quickly be able to drive growth, as a result.