Thoughts from an Interim Manager - Andrew Villars
Andrew, people get into Interim Management for a variety of reasons. How did you start and what were you doing beforehand?
I started my career in retail management prior to spending 8 years with a Management Consultancy firm where I was a Partner specialising in the Retail/Hospitality sectors. Key clients included Argos/Homebase and Marks & Spencer. It had always been my intention to set up my own business and interim management seemed the perfect solution – working with great clients, plenty of variety and playing to my skills set of combining strategic development, process improvement and operational effectiveness, principally specialising in Supply Chain/Commercial. I moved into interim management over in 2003 and have enjoyed a variety of senior executive roles, most of which have been for 6 months or longer. I simply could not have gained the experience and exposure by working for just one organisation.
You have operated as an interim manager for a number of years. What is your perception of the current interim market?
The most significant change to the UK employment market over the last ten years has been the rise in the use of interim managers across all levels of management. With the current economic climate companies are more likely to recruit interims to avoid increasing staff headcount and additional pressure on their fixed salary costs. This is particularly relevant in business change, cost cutting/turnaround or transition situations where the internal resources with the right skills set are not readily available. It still remains true that those with previous interim management experience; who can also demonstrate significant commercial achievements will continue to enhance organisations. Interim managers are now an established part of the work force and the longer term outlooks remains buoyant.
What do you look for in a potential interim assignment?
With every new assignment I am always looking to build on my previous achievements; seeking new experiences, variety and the opportunity to enhance and broaden my skills set for future. I essentially seek clarification by asking three questions:- Can I genuinely make a difference and deliver the objectives within the proposed timescale? Why has the organisation not been able to address these issues internally/what are the key barriers to change? And finally – Has the organization used interim managers before? The answers to the first two questions set out the role/purpose; but the answer to the third question helps with approach, acceptance and cultural fit. Sometimes it's not always a great idea to be the first interim manager in the organisation, where after a week they assume you can sprinkle some fairy dust and as if by magic the job's done!
With retail businesses cutting back on capital expenditure for change programmes and more focus on turnaround of distressed businesses, what are your predictions for interim management in retail next year?
Less change more cost cutting/turnaround! Retail is currently bracing itself for the festive season, irrespective of the predictions the results in January 2009 will provide the real answer to the level of capital and confidence available in 2009. It seems inevitable some big names will disappear in the New Year. Other retailers will be significantly reducing their cost base, whilst some will be reducing their capital spend; continuing to invest in change programmes to remain ahead of the competition. Interim Managers who can demonstrate ideally both change and cost cutting/turnaround skills and experience will continue to be sought after in retail.
What do you consider your biggest achievements in interim management?
I've had some wonderful opportunities but a few assignments really stand out for me. Working as a Programme Director to set up the Home Delivery Network for a major DIY retailer to support the January Sale for big ticket items (Kitchens, Bathrooms etc) in less than a year was quite an achievement. As Managing Director for a Food Retailer by creating an effective supply chain, replenishment and allocation model to improve on-shelf availability. More recently as Merchandise/Supply Chain Director in reducing a major retailer's stockholding by more than £30m in less than 15 weeks, whilst reducing the order book from £23m to less than £15m. Refurbishing over 1000 pubs in just over 12 months and on a more personal note, subsequently having the job title of 'Interim Director of Drink' whilst working for a pub chain!
Looking back, is there anything you would change about your interim career?
Not really - I would probably have started about three to five years earlier; looking back I realise I already had the skills, experience and network to launch myself into the 'Interim World'. I sometime wish I had worked in some more glamorous locations rather than Burton on Trent, Dunstable, Doncaster, Milton Keynes and Wallington! I thrive off the variety and pace, but always enjoy the breaks between assignments to recharge and refocus – I just sometimes wish I could decide when the breaks might be!
What advice would you give to someone thinking of a career in Interim Management?
Be very clear on what you can offer and deliver; Interim Management is a significantly different approach to building a career and brings with it a unique lifestyle. Feel comfortable in using your network to generate leads, provide referrals and references. After your skills and experience – your network is your most important asset and needs to maintained and enhanced at all times. Use a professional firm like Interim Partners to help you to create more opportunities and use any downtime to make more contacts and manage your own development. As someone said to me 'try it - you can always go back' – that was over 6 years ago.
Andrew Villars is a highly successful interim manager. In his career he has worked with B&Q;, Homebase and J Sainsbury plc. In 2007 he was placed by Interim Partners at MFI to improve the merchandise planning in its 750,000 sq ft national distribution centre and undertake a review of its supply chain.
