On the 2nd January our Twickenham office will be moving to the City as we open the doors to our newly completed shared office space at 52/54 Gracechurch Street EC3 0EH. Cross sector and cross service line collaboration is now a part of our everyday life. Becoming one team, in one place and working closely together with Business Support close to hand will help us take our business to the next level in 2020. The MRG Specialisms in EC3: Estates and Facilities Management Real Estate Advisory Project and Cost Management Construction, Development and House-building Interim Executive The office will also be home to Bid Recruitment (a specialist trading division) who will move from Twickenham.
MRG People Asia Sdn Bhd, the newly created division of The Management Recruitment Group in the UK, has been awarded a significant new contract with the full Recruitment Process Outsource (RPO) contract for leading global Property Group, Lendlease and specifically Lendlease Projects (M) Sdn Bhd. Lendlease Project (M) Sdn Bhd are currently managing a number of projects and developments across Malaysia with The Exchange TRX being Lendlease's largest integrated development in Asia. It is located in the heart of Kuala Lumpur and will complement the Government's vision to transform the broader TRX precinct into a world-class business and financial hub. The Lendlease Projects (M) Sdn Bhd contract will be led by Regional Managing Director, Olly Piltz and supported by the local Recruitment team, Nora Latiff and Jackson Sebastian. This is the first major win for MRG People Asia who launched on the 18th November following the acquisition of PPA Global Search by UK based executive search company, MRG. If you’d like to find out more contact Matthew Evans or MRG People Asia contact Olly Piltz.
Leading UK Real Estate and Construction recruitment firm, The Management Recruitment Group (MRG), makes its first international acquisition with expansion into the thriving Asian market. MRG, which operates from London and Manchester in the UK, has made a significant move to kick start its international growth with the acquisition of KL based recruitment consultancy, PPA Global Search. The new business MRG People Asia will be based in Kuala Lumpur, Malaysia. It will be led by the current Managing Director of PPA Global Search, Olly Piltz, who becomes Regional Managing Director of MRG People Asia and joins the wider MRG leadership team. The move by MRG demonstrates its continued ambition to develop a brand unlike any other in the Estates, Real Estate and Development recruitment industries. Offering clients bespoke recruitment management solutions for senior level recruitment. Olly Piltz, Regional Managing Director of MRG People Asia said “I am delighted to be part of the team at MRG and have the opportunity to launch and scale MRG People Asia. MRG have great contacts, a fantastic track record and excellent (and unique) talent attraction and selection processes and systems. We have a unique opportunity to work with clients who have both local and global talent requirements”. Director of The Management Recruitment Group, Matthew Evans said; “This is a significant milestone in the development of MRG and just the first step in the growth of the business globally. We plan to leverage Olly’s experience and regional knowledge to grow across the region whilst considering other strategic geographies in due course”. If you’d like to find out more contact Matthew Evans or MRG People Asia contact Olly Piltz.
MRG has an enviable track record of senior level recruitment within the construction, property and real estate sectors. Renowned for working with the most credible businesses within the industry, MRG has reinforced it’s prominent industry position by welcoming Lee Baddock to the company to lead the recruitment of key individuals within the contracting, consulting and service delivery aspects of the construction sector. Previously at Hansen Lee Consulting Limited, Lee has a wealth of both knowledge and experience of executing senior level and covert recruitment. With 25 years of experience delivering target recruitment campaigns he is excited at the opportunity of working alongside Matthew Evans in broadening the MRG offering to the construction marketplace. Having worked extensively with contractors and design consultancies, Lee is looking to expand upon MRG’s penetration of this area of the industry. ‘I am very comfortable talking to key industry executives and helping clients recruit the very best people’ He said, ‘ To be honest, I’d rather let the quality of our delivery illustrate to our clients the level of value we can bring to their businesses’. Lee will build on his proven track record of delivering Director and senior level positions.
By Matthew Donovan I regularly sit down with up-and-coming executives to discuss the route to board and NED positions. One such meeting this afternoon prompted me to share some notes I had compiled to help guide aspiring executives on how to prepare for, how to gain experience in and how to find Non-Executive opportunities: Preparation CV: bear in mind that the role of NED places great emphasis on personality and ability, not just your career achievements. Your CV should demonstrate your independence of mind and readiness to take - and stand by - decisions. Social and professional networks: Ensure that your LinkedIn profile spells out your value to NED posts. If you opt to focus on NED opportunities in a particular sector - join the relevant trade association, give speeches and write articles for publication. In short, cultivate a reputation for being a serious thinker about the sector and its future. Reconsider your professional and social networks for the purpose of identifying – or even better, creating – a NED opportunity. Make an effort to widen your professional network so that your personal qualities are known to more people. This is not trying to succeed by resting on ‘who you know’ – it’s about making a good impression on people ‘you have worked to know’. Legal & Finance: To gain effective oversight of a business a NED should be able to demonstrate an understanding of company finance and legal matters. Usually this will be a product of your executive career but consider a personal development programme to be sure of your ability to shine a light on a company’s accounting and legal practices. Company Size: Be clear about the type of company you want to work for. Plc roles typically come nearest to a ‘pure’ non-executive position, as they are focused mainly on governance. At the other end of the spectrum, a non-executive director in a small business may have more involvement in operational matters and if you enjoy this it may be sensible to focus your efforts on this type of business. Gaining Experience Become a school governor: The school governor has the same duties and responsibilities as a NED. Providing the independent viewpoint in managing a school, combined with your business experience, makes you a more rounded NED candidate Take an unpaid role as a NED at a charity or not-for-profit. This will demonstrate your ability to commit, as well as provide valuable experience. Try and find a mentor who already holds a board role. Ask them to share insights into the working of a board, advise you on your campaign, and provide access to networks of directors as well as personal referrals. If you are prepared to invest in your future as a NED, then structured training is an option. Finding NED roles Public sector The Centre for Public Appointments has NHS roles, regulatory bodies, national museums & galleries, advisory bodies. You can register for fortnightly email with relevant posts although you will need to specify what you are interested in. Sign up to their regular newsletter or receive email notifications when new appointments are published that match your requirements. Private sector Many companies use executive search firms to select NEDs. A key advantage of entering a business through a consultancy like MRG is that you will have been asked to join the business, rather than applied to do so - a small but important part of the dynamic between you and the executive directors for your future working relationships. NED roles do appear in the press, where the recruitment sections of The Financial Times, The Times, and The Guardian are the ones to watch. The appointment of a NED The services of a NED are secured with a Letter of Appointment rather than a conventional employment contract. A template Letter of Appointment can be provided MRG Interim Executives. The main features of a Letter of Appointment are: The definition of the time you are to serve as a NED The time commitment required Details of any board committee posts you are to hold The fees you are to be paid You can also expect the Letter to include a large quotation from, or paraphrasing of, the Companies Act 2006, which obliges you to act in the long-term interest of the business, all stakeholders, and the wider community affected by business operations. MRG Interim Executives works with clients to appointment NED's and Board positions in both the public and private sector. For more information about becoming an NED, or to discuss our fast-track search processes for specific mandates, please get in touch. Matthew Donovan / Interim Executives / 07964 465 343
The report by AUDE succinctly summaries the opportunities that exist within higher education for estates and facilities management professionals. In contrast to many private sector organisations who are constricting their footprint in challenging economic times, universities are growing at a rapid pace. University income has grown by 7.4% to £35.9bn which has seen their estates grow by 442,000 sq.m (which is the equivalent growth of 53 new Shards). The strategic emphasis is to manage these new portfolios in innovative and dynamic ways. This opens up a viable career move for professionals from outside higher education who have track records of delivering change and transformation in a comparable environment of exceptional service delivery. Click here to download the full report Please contact our Directors Michael Hewlett or Ben Duffill if you would like an informal/confidential discussion about a career in higher education.
On Thursday 10th October, Charlotte and Hayley attended the UCL and Sodexo conference on Improving Student Experience and Engagement at the stunning UCL East. Through their pioneering research with Sodexo Living into student accommodation, UCL have identified best practice measures to ensure a positive student experience. Alexi Marmot Director of UCL Bartlett Global Centre for Learning Environments shared her thoughts around the importance of creating communities within student living environments, the importance of social space and also maximising the use of technology to establish a sense of community before a student sets foot on campus. A key theme throughout the day was the emphasis that students place on the staff operating student accommodation. They highlighted that the staff can have a major impact on student experience and in some cases have been able to identify if students need extra support. Marmot also highlighted that students are now looking to live in purpose built student accommodation throughout the duration of their studies. Some thought provoking ideas, which identify how critical student housing is to overall student experience.
MRG Interim Executives is a community of experienced, high calibre professional Consultants spanning the fields of Real Estate, Development & Construction, Estates & Facilities Management, Hospitality, HR, Finance and OD. They are senior executives who have chosen portfolio careers and bring unique experience to clients looking to augment leadership experience. They are available on day rates for both full time and periodic assignments, complementing existing teams or helping business during periods of change. Previously at Hays, Matt was a Manager and Sector Lead for Interim Property & Real Estate. Matt brings six years of experience, recruiting for senior level positions in Property & Real Estate across the UK and North America. After spending the first four years of his career based out of Canada, he then relocated back to the UK in 2017. He has subsequently focussed on built asset consultancy and business transformation, leading a team in developing and delivering complex and challenging assignments for the private sector, third sector and central government – large-scale programmes of work that balance quality, operational and financial objectives in complex public sector stakeholder environments. He joins MRG as a Senior Manager and will work across both the public and private sector business. Matt will build on the excellent track record the team has achieved to date focussing on Interim assignments but also NED roles Executive Director, CXO and Director interim posts and linking with wider Public Sector Estates, Real Estate Advisory, Student Accommodation, Affordable Housing, Charity and Culture Arts and Heritage services. Simon Cheshire, CEO at MRG said: “We are delighted to welcome Matt to the business. As an Interim sector specialist, he will lead our interim strategy and work with the best executives, boards and senior leaders. Our aim is to offer our clients a bench of Interim experts to call on. These specialists, senior executives undertaking portfolio careers, will unlock value, provide unrivalled service and enable our clients to achieve their overarching estates, property and business objectives.” To find out more about Interim Executives, contact Matt Donovan on matthew.Donovan@mrgpeople.co.uk or on 07964 465 343. To view the profiles of some of our experts, available for assignments across the UK, click here
The MRG annual charity quiz night (in aid of Cancer Research UK) took take place on Thursday 13th June 2019 at the Slug & Lettuce, Lisle Street, Leicester Square, London. Hosted by MRG alumni Stuart Cullum, the quiz was a lively affair that really gave the collective minds of MRG a real work out. The questions ranged from the invention of Vulcanized Rubber to Marylyn Monroe’s extra toe and even about the MRG terms of business – to which team ‘Gross Misconduct’ showed their extensive knowledge, outscoring the remaining teams – and current serving directors of MRG. At the halfway point we also held a raffle which had some fantastic prizes up for grabs including Twickenham Rugby Stadium tours, dinner vouchers, alcohol and retro sweets!. After the second half of the quiz had come to an end and as the scores were talliedit was the team of ‘Better Late Than Pregnant’ that took the spoils, beating Team ‘HQ’ and Team ‘QS’ in to joint second – with ‘Gross Misconduct’ coming in valiantly in last place. On behalf of the Charity & Social Committee, we thank everyone for your participation and very generous contributions, and we are delighted to say we raised a grand total of £262.15 for a truly excellent cause Cancer Research - we couldn't do it without you so we greatly appreciate your support! Extra thanks again also to Stuart Cullum, Quiz Master and Rob Cullum, Quiz Assistant.
Independent Schools Challenges for independent schools in 2018/2019 I see a lot of school Bursars and Business Managers and the general feeling at the moment is there are lots of challenges in the sector as senior leaders look to future proof schools as a business. To me there seems to be some common themes running through all my conversations. Competition: There has always been tough competition within public schools with high regard put on academic standing. However, with the recent investment in the state sector and a number of parents struggling to meet the fees, academy trusts are now attracting families away from the independent sector. Running costs: There is a growing tension from parents as fees continue to increase, throughout the UK fee increases have exceeded inflation rates as they want to see value for money in the education that they are receiving. There are also large costs associated with running large estates and historic buildings. Many schools do not have the financial reserves for backlogged maintenance, and further developments and are highly reliant of third party providers in order to patch up the buildings and fire fight problems. Estates management: Good estates management is part of the jigsaw of running a highly successful school. For most schools their properties and estates are the most valuable asset, yet so many people I speak with too neglect this area. Many schools have previously relied upon third party provision and haven’t the expertise in-house. This is something that is changing and we are seeing estates experts coming into the team which help schools manage their estates. Additional revenue opportunities:Many schools are looking at opportunities that can create a surplus or subsidise the running cost. Raising funds form letting facilities outside of term time and out of hours can be hugely beneficial to a school, but also very costly if done wrong. We are seeing a raise of Commercial and Events Managers in the sector that are looking at new innovative ways to create additional income. Talent attraction:There is a changing landscape for school’s senior leadership teams, Bursars have to be commercially aware and ensure that an institution is future proofed. Long term financial strategies need to be in place. Long gone are days of the Bursar being an expert in all matters, Todays Bursar is more of CEO role and needs to have a team of experts across estates, operations, commercial, Marketing and IT. Schools are struggling to attract these skills sets from the private sector. I think that we will continue to see these challenges over the next few years as school’s leadership teams lay the foundations in order to ensure a sustainable future. Hayley Mintern, Director (Estates and Facilities Management).
The workplace is changing. Some organisations haven't quite come to terms with the demands for the new vision of "work". Appreciating that creating an environment which is focussed on personal development, cultural fulfilment and allowing individuality within a corporate organisation is a challenging concept but one which is critical to recruiting the best talent, retaining them and ensuring peak performance is achieved. On a micro scale, this has been achieved in small pockets and normally within SME's. It has not yet occurred on a large scale when encompassing a significant business campus or tower. Twentytwo seeks to be a place with office and social spaces that bring out the best in people. It has been designed from the outset with a sense of civic space and scale. Over 100,000 sq ft of space within Twentytwo is dedicated to supporting people and businesses with a variety of environments and services that enhance working life and productivity. The people behind Twentytwo "get" what the future of workplace looks like and it is hugely exciting not only from a real estate perspective but from a wider UK commerce perspective. For further information please see the links below or contact the Twentytwo recruitment partner on email@example.com - Head of Twentytwo Soft Landing Manager
It hardly seems possible that it has been a year since we celebrated our 10th birthday on The Arcadian King Edward floating down the South bank of the River Thames, and true to form we have managed some further milestones over the last 12 months. But it seems 2018 hasn’t been just a year of milestones for MRG, in fact it’s been a pretty busy year both in and out of the office. In January the UK's second-largest construction company, Carillion, went into liquidation. In March the ‘mini beast from the east’ brought heavy snow bringing much of the UK to a standstill. By contrast on a sunny and warm Saturday in May The Royal wedding of Prince Harry and Meghan Markle is held at St George's Chapel, Windsor, with an estimated global audience of 1.9 billion. By the end of May GDPR became enforceable, meaning MRG undertook a compliance process to update data policy and protect the privacy rights of our clients and candidates alike. On July 10th The Royal Air Force (RAF) marked its 100th anniversary with a flyby of 100 aircraft over London and South East England. The Queen, accompanied by The Prince of Wales, also presents a new Queen's Colour to the Royal Air Force at a ceremony on the forecourt of Buckingham Palace. And the very next day on Wednesday 11th July, sadly Football didn’t come home, and England were defeated by Croatia in our first World Cup Semi Final in 28 years. Back on the 20th February – Brexit secretary David Davis states that Britain will not be "plunged into a Mad Max-style world borrowed from dystopian fiction" after it leaves the EU and suggests a Brexit deal by the end of 2018 is "well on the cards", It’s now August and it still continues……. For us personally at MRG we had an office move at the end of April, and our city office is now located at 52-54 Gracechurch Street, London, EC3V 0EH, next to Santander and opposite The Folly, benefitting from a larger modern open plan space office with views of the city. Not only did we have an office move but we have also worked on some fantastic assignments across the board with some particularly interesting campaigns including; · Director of Campus Infrastructure at Trinity College Dublin · Director of Campus Infrastructure at Trinity College Dublin · Director of Estates at Lancaster University · Director of Estates at the University of Bristol · Estates Director at the Girls’ Day School Trust · Head of FM at Ascot · Director of Estates at Royal Botanical Gardens Kew · Associate Director Planning at Countryside Properties · Group Strategic Land Director at Avant Homes · Regional Technical Director at Taylor Wimpey · Head of Regent Street Management Direct at JLL · Development Director at Argent We are also currently working with Twentytwo London for both their Head of Twentytwo and Soft Landings Manager campaigns and have ongoing campaigns with Essentia Trading Limited. And finally, we made 3 internal promotions this year all at Director level. We promoted Hayley Mintern and Stephanie Howe to Business Director and Ashley Evans to Associate Director. We also have some pretty exciting plans for growth and development in the next 12 months ahead so watch this space!
Student Accommodation What makes a good operator? Today I met with another Student Accommodation team and they asked me what I felt were the key skills for a good operator? It got me thinking, the student accommodation sector has changed dramatically over the last few years and is almost unrecognisable from what it was. With major investment into the sector and the development of new state-of-the-art buildings there is now a major contrast between operational standards; so what does good look like? For me, it doesn’t matter how good the building is and if it hosts state-of-the-art equipment, it is the people that make a building, they create that sense of community and excellence in student experience. I am big fan of customer service and I think it goes a long way in what makes a good operator. It is the little things that make a difference. Running student accommodation isn’t like a normal building, it can be extremely fast paced with a multitude of things happening at any time, so you need to be able to keep up and a sense of humour is a must. Personally, I don’t think you have to have previous experience in the sector and some of the strongest operators started their careers in something completely different. But one thing that they hold in common is strong emotional intelligence and the ability to identify with the students’ needs and that they are fundamentally a customer. With strong investment continuing over the next few years, I think that we will continue to see innovations and everyone striving to standout. Hayley Mintern, Director (Estates and Facilities Management).
London’s skyline has changed dramatically over the last decade and will continue to do so in the next. Since October 2008, London has seen the likes of – The Leadenhall Building (The Cheesegrater) and 20 Fenchurch Street (The Walkie Talkie) both opened their doors in 2014, whilst 110 Bishopsgate (Heron Tower) appeared a few years before in 2011 and Broadgate Tower a few years before that in 2009. In addition to the various office developments which have been completed in the Square Mile, the first vertical City, The Shard, opened in early 2013. The Shard was different to the other “tall buildings” being constructed in The City, not only was it South of the River, but it was the first Tower in the UK to be truly mixed-use. The Shard itself has not only has office accommodation for a range of commercial occupiers from Mitie and Heinz through to The University of Warwick but it also includes retail, a luxury five-star hotel, destination restaurants, a hospital and a major tourist attraction. Due to its distinctive design and location, The Shard stands out from the crowd. The next wave of interesting new buildings is once again due to change the London skyline in the next few years. Nearing completion is 70 St Mary Axe with its striking shape and design, and Twentytwo will change how we view a traditional office buildings, with more communal space and a sense of community. Also, currently under construction also is 1 Undershaft, Spire London and Landmark Pinnacle all due to complete in the next few years. The Shard will remain the tallest however, not only in the UK but Western Europe at a staggering 310 meters, Undershaft and Twentytwo will raise up at similarly staggering heights but be just slightly shorter. Obviously constructing such impressive buildings as The Shard, 70 St Mary Axe and Twentytwo is a highly complex and specialist operation, which requires exceptional Development Management, Construction and Project Management skills. From MRG’s standpoint, it is the ongoing operational management of these assets which we are particularly interested in. While having completed a vast number of Estate/Property Management roles across horizontal campus’ such as Shopping Centres, business parks, public sector estates and Universities; in the past 18 months we have gained a track record of working with managing agents and landlords setting up and managing vertical campus’ in some London’s finest Tall buildings. A snapshot of some of our current mandates include – General Manager – Shard Quarter General Manager – 70 St Mary Axe Head of Engineering – Twentytwo The skill sets, competencies and characteristics of these types of appointment are varied and each look for something slightly different. However, due to the very fact that 10 years ago, London was not a City full of Tall Buildings, the skill set is limited. We must look to aligned sectors with complimentary skills to enhance the candidate pool available to us. Hospitality, retail, traditional business parks and public attractions, offer similarities from an operational and customer focussed approach. Customer service levels are improving and the need to ensure that occupiers have the very best experience is vital to the success of such structures. The Landlords and Investors behind these schemes seem to have come to the realisation that the people running the operations of these Buildings are just as important as the physical structures surrounding them. Please contact firstname.lastname@example.org for further information or a candidate information pack.
The impact of higher education on a local community Canterbury Christ Church University is a great example of a university having a really positive impact on a local community with the associated benefits of education led regeneration. Their £150m investment over the next 10 to 15 years will provide a campus for the 21st century which students, staff and the wider community can really thrive in. They have an exciting vision to transform their Canterbury Campus, opening contemporary spaces for learning, teaching and research, while celebrating the city’s rich heritage. Carefully designed to complement the history of our campus location on a UNESCO World Heritage Site – built on the grounds of the ancient St Augustine’s Abbey and within sight of Canterbury Cathedral and St Martin’s Church – their new buildings and conversion plans connect the city’s historic sites. Their development of the former Canterbury Prison site and the wider North Holmes Campus is ambitious and is designed to provide contemporary spaces for learning, teaching and research, and will include the creation of a Kent and Medway Engineering, Design, Growth and Enterprise Hub. This major new first class facility will support high value employment, investment and economic growth in science, engineering and technology businesses locally and regionally. The plans can be viewed at: Creative Arts Building https://www.canterbury.ac.uk/about-us/estate-master-plan/arts-building.aspx Science, Engineering, Health and Medicine https://www.canterbury.ac.uk/about-us/estate-master-plan/seth.aspx Prison Scheme https://www.canterbury.ac.uk/about-us/estate-master-plan/prison-conversion.aspx
A beginner’s guide to university estates The guide below is an excellent introduction to the themes around successful management of a university estate and its crucial impact on the student experience. Written by Jane White (Executive Director of AUDE) and Stephen Wells (Director of Estates at the University of Surrey), it portrays the exciting career opportunities for estates and facilities management professionals considering a move into higher education. It’s excellent in conveying the breadth, diversity and scope of a university portfolio and how a campus differs from traditional corporate real estate. Please click HERE to view the full article:
Over the last year our Bids team have been expanding into new markets, outside of our original specialisms and are at the point where they are ready to move on to bigger things. To do that they need a new brand to help all their contacts better understand who we are and what they do. Their new website bidrecruitment.com will make it easier for existing and new contacts and new candidates to find them, giving them a wider range of clients and helping them capture a wider range of candidates. From next week the Bids team at MRG will become: If you have any questions about the group businesses or any of the services we can offer please get in touch. In the meantime it’s business as usual at The Management Recruitment Group – Senior Appointments in Estates & Facilities Management, Real Estate, Project & Cost Management, Construction, Housebuilding & Civil Engineering and Consulting Engineers.
Please find below the link for the latest census overview from the Independent Schools Council. The report highlights the UK’s continued standing as a ‘go to’ destination for education. The UK has recorded an increase in the number of pupils from European countries despite the Brexit situation in conjunction with an increase in the number of schools. The report also mirrors our recent campaigns for independent schools, as they are increasingly using their estate for external events and partnerships. We have seen a large growth in Commercial Manager roles in the sector. If you are seeking a potential career move into this area, we would be delighted to have a conversation. https://www.isc.co.uk/media-enquiries/news-press-releases-statements/publication-of-isc-annual-census-2019/
Attracting & Retaining Talent in the FM Sector at The Cultural Sector FM Hub Conference 2019 On Monday the 10th June over 170 colleagues (representing over 70 Cultural Institutions) from across the Cultural & FM sector gathered in the fantastic surroundings of the V&A Museum London to attend the first Cultural Sector FM Hub Conference. Hosted by the V&A Estates and Events team the conference had a fantastic group of knowledgeable and passionate subject matter experts, sharing their experiences, with a packed agenda of content and case studies from Cultural Institutions, client-side representatives as well as suppliers and other specialists. V&A Director Tristram Hunt opened the conference, with 11 guest speakers on the agenda as well as Q&A’s and a networking session, and we were privileged enough to have our Directors Ben Duffill and Michael Hewlett invited to give a talk on “Attracting & Retaining Talent in the FM Sector”. Our 20 minute session covered; Attracting Candidates - discussing reach with passive and active candidates for your recruitment campaigns and how technology assists this The Interview Process - tailoring processes for each campaign and being transparent with your agenda (for example what interview processes look like) helping candidates reach you On-Boarding - how do you treat your on-boarding process? And lastly, Ongoing Retention - How do you nurture your “up and coming stars”? Understanding the motivations of your team members, and looking at how flexible your working culture is? The overall feedback for the event has been incredibly positive, and we are really looking forward to next year’s event!. If you attended but didn’t get to ask a question or didn’t attend, but would like to know more please get in touch! You can find out more about the event at http://culturalsectorfmhub.com or follow the twitter hashtag #CSFMHub of follow us @MRGPeople where you can see our live coverage of the event.
On Monday 3rd July 2017 MRG celebrated its 10th birthday (you may recall our blog about this) The Management Recruitment Group celebrates its 10th Anniversary!. We started off the celebrations on Friday with our Summer Conference, held in the City; and attended by everyone from all three of our offices in Twickenham, Monument and Manchester. The conference began with a trip down memory lane from CEO Simon Cheshire and Chairman Rob Smith covering humble beginnings from MRG’s first ‘office’ (the Firestation Waterloo) through the years of recessions and Brexit to record breaking years and our highest ever headcount. Our FD Howard Bridgwater gave us ‘the story so far’ summarising the business’ first 10 years – from the first ever Search assignment, which impressively he managed to present in the form of poetry! We then had updates from our employee engagement programme, Marketing department (including a big announcement – to be revealed soon) and ran through our plan for the next five years before breaking out into groups for some team building challenges – concluding with our Summer Awards. This year we had four awards to give to four deserving team members (which was originally only ‘two’ awards, but we couldn’t separate the remarkable achievements of the candidates): (In 2017) - Most Improved Performance Award - Mel Pye Most Improved Performance Award - Nick Coppard Outstanding Performance Award - Stephanie Howe Outstanding Performance Award - Hayley Mintern After the Conference we took a short walk to Tower Pier where we hopped on the King Edward for dinner, drinks and music courtesy of City Cruises. Taking in views of HMS Belfast, The Shard, The Oxo Tower and the Tate Modern to name but a few, the whole team enjoyed a lovely three-course meal (and specially made MRG cake); all while punting up and down the Thames – to the backdrop of a specially created ’10 year’ Spotify playlist. Happy 10th birthday MRG!
The Management Recruitment Group started trading in July 10 years ago. Since our first day of trading 10 years ago, we have seen some huge milestones. We set out to build something a bit different. A hybrid between an Executive Search business and a recruitment agency. In 2007 we had six Consultants based in Twickenham. We now have a 40 strong team based over three locations (Twickenham, Monument and Manchester). We have invested a huge amount of time and money on core skills training, our social media networks and digital marketing campaigns and we have made huge improvements to our selection processes and systems. We are making more strategic level placements than ever. In the first half of 2017 we completed a record number of Director level appointments. These contacts are hiring managers, and become our key clients. We have grown year on year consistently, have broken records and have some of the best performers in the market. Not bad considering we launched the business the year before the worst financial crisis in history, (we are nothing if not resilient!). We have traded through a recession, a comprehensive spending review, three general elections and a Brexit. We are in good shape for 10 years young and looking forward to the next 10. The future for us is about doing the same again. It’s about continuing to recruit the best people, being kingmakers, following rigorous processes, using sophisticated selection systems and blending well established recruitment techniques with leading edge social and digital strategies that are right for 2017. Many thanks to all of our contacts and everyone who has supported us during the first 10 years. Here’s to the next 10!
The recent acquisition by BNP Real Estate of the ‘old school’ agent Strutt & Parker has got me thinking about how much of a change we have seen over the last decade within the London commercial property market and the agents and consultants that service it. Back in 2007, there were over 35 commercial agents with > £10m annual turnover. Today there are only 23. Over that period we have seen the likes of CBRE, JLL and co buy up some of the industry’s most recognisable names such as Dalgleish and King Sturge and the DTZ/Cushman Merger/Acquisition?? to name just a few of a huge number of M&A activity in the sector. These acquisitions make sense in theory. The idea being that the Goliaths can offer an integrated, global platform with a wider service offering. This makes sense and is true. However; Does something get lost in the process? There are those that argue that whether it be individual small retailers or large multinationals, clients are increasingly being left with less and less choice between agents and consultants. Is it true that with every acquisition dies another unique business (such as Strutts, King Sturge, Drivers Jonas) with its own culture and methodology and thus the offering to the market, in general, is becoming dull and generic? Whilst the big boys seem to be getting bigger, there are some small, niche practices that continue to offer their clients one or only a few services or cover a small region. I'm talking about the CWM’s and Munroe K’s of this world. These businesses offer their clients a very unique, highly experienced and honed service and level of personality that perhaps can’t be matched by the big boys. For this reason, I believe that there will always be a need for these types of firms. That leaves us with the middle ground. Where do the mid-sized firms sit? Will the Rapleys and Montagu Evans of the world continue to compete against the big boys and the small specialists? Again, it can be argued both ways. These firms offer a unique culture whilst also catering for a number of requirements and tend to have good regional reach. However, can they call themselves specialists? Do they offer a true turn-key service to their clients? They certainly can't offer a global platform. I guess only time will tell but I suspect that these firms as we know them will most likely not exist in another 10 years time and that the property market will go the way of accounting Big Four. Are we about to see property’s Big Four? I'd love to hear your thoughts, feel free to comment below or you can email me, call or visit us here. You can also follow us on Linkedin and Twitter. Or read some of our company blog's like our 10th anniversary here.
We are moving – not very far….. From Monday 30th April we are relocating our King William street office round the corner to 52-54 Gracechurch Street, EC3V 0EH. The new telephone number for our Gracechurch Street office is now 020 3962 9900.
Real Estate Management MRG were appointed by Real Estate Management (REM), the developers and asset managers of the iconic Shard, to hire a Head of Residential to oversee the ongoing management and ambitious growth aspirations for their prime and super-prime residential assets and development pipeline. A key strategic hire for the business, it was critical that the candidate possessed a unique combination of skill sets that encompassed, super prime experience, development, asset management and lettings. A thorough search was undertaken and a shortlist of five highly credible candidates were found and presented to REM. MRG managed the whole search process from client briefing, matching matrix, candidate information packs to long and shortlisting and the interview process. Ultimately REM chose a candidate that met their initial brief, all within the timeframes and budgets that MRG were originally set.
In the last 6 months Nanja has further developed the cost management division by expanding into international appointments. She has recently worked with an award-winning PQS Consultancy to appoint another Cost Consultant in their expanding New York office and also assisted in appointing a Senior Associate and Project Surveyors to their London office. The supply of talented Cost Managers to the London PQS market has been further bolstered by attracting talent from the South African market and placing them with some top tier consultancies in London. “I have continued to strengthen my long-term relationship with an independent & growing cost consultancy in London with various appointments into their London team. I have also been mandated to secure another Cost Manager for their expanding New York office, which we’ve just successfully completed, with further US appointments to follow in the next 12 months. Further traction on finding undiscovered resources for the talent hungry London market, was made by expanding my South African network of RICS accredited Chartered Surveyors and introducing another six Quantity Surveyors to the UK market via work permit sponsorship route to join various top tier consultancies in London.” – Nanja Fourie, Associate Director – PQS
Berkeley Homes Berkeley Homes were looking to recruit a Head of Technical for their Kidbrooke Regeneration scheme in East London. This was a tricky position to recruit for, partly due to the geographic location of the role and sensitive nature of the appointment. Following a successful meeting involving the taking of a full client brief, work was undertaken on this retained campaign. This consisted of a thorough mapping of potential candidates working in similar roles across the industry and systematically approaching them. A full candidate briefing pack was assembled and hosted online as well as a hard copy brochure by our marketing team and was issued to interested parties. Having articulated the proposition to the candidates, interview dates were set aside and managed with the client. Once a successful candidate had been selected, we fully managed the smooth on-boarding process, keeping in touch with both parties until the start of employment.
The housebuilding industry in the UK has a big problem, a ticking demographic time bomb that could see the start of a new War for Talent in the sector. Around 20% of the workforce is due to retire in the next four or five years, and by definition those reaching retirement are typically the more senior individuals in a business. Depending on the make up any given company, this could be as high as 70%-80% of the company’s senior management structure. Natural attrition rates like this within business are nothing new, and in most circumstances, there are people coming through to succeed those hanging up their boots and swapping the office for the golf course or the beach. What makes the residential industry’s situation unique is what we saw happen in 2007-2008 because of the global financial crisis. Companies folded, regions closed, and those Companies that weathered the storm were reduced to skeleton staff levels almost overnight. Thousands of people were lost to the industry, and there then followed a fallow period for a number of years where limited new blood was brought in to the industry. This has resulted in a wide experience gap between the most senior people in the industry, and those looking to replace them. That is not to say that there aren’t good people coming through the ranks, but even with training and succession planning there just aren’t enough people with the right level of experience to fill all the holes that will soon start appearing at regional board level across the industry. There’s no substitute for experience, and that is especially true when problems arise. Whether it’s in Build, Technical, Commercial, Sales, or Land, experienced Directors are already a highly sought-after commodity, and soon they are going to be even more in demand. Employers need to be able stand out in a crowded and competitive market, companies that don’t regularly review their salary levels, or offer a better work life balance, could soon find themselves losing out when it comes to securing the best talent to fill those key senior positions. The housebuilding industry is heading in to unchartered territory and those companies that adapt their recruitment & retention strategies and implement effective management training & succession planning are going to be the ones best placed to diffuse the retirement time bomb. Nick Frost