Thoughts from an interim - Robert Rees
Robert, people get into interim management for a variety of reasons. What made you choose it as a career?
I had reached senior Marketing Director level for Pepsi's Frito Lay business aged 35 and frankly I was getting stale, doing less and less marketing and more and more lobbying, presenting and flying around Europe and the US. I have always loved Marketing and I felt I still had a lot to give and wanted to broaden my exposure to a range of situations and new industries. I could also see that there was a fundamental shift in power away from FMCG brands to more service-brand based business, where the marketing mix was better funded, wider and more effective. In 1999, the web was kicking off, CRM was blossoming and a fast speed of action was becoming ever more necessary. FMCG had in effect become Slow moving consumer goods with most of the power in the hands of four retailers, even for the big global powerbrands. Business processes were starting to suffocate good ideas and world-class marketing.
You mentioned having operated as an interim manager within the marketing profession for a number of years. What are your thoughts on the current opportunities for interim marketers?
It is fair to say that during the boom, there were seven years without drawing breath; a whole range of fast-moving challenges such as business start-ups, M&A;, brand re-launches and new product development. There was a lot of interesting work for private equity type backers too. The personal learning curves and knowledge gained was astounding. Since 2008, it has definitely been slower but there has been good work out there if you are prepared to search and network for it. For example, I have done some public sector marketing work and a test-market for a successful entrepreneurial business. Many clients are realising now that two years of cuts will not lead to revenue growth or generate sustainable, long term profit increases. The market, after surviving and getting by without big marketing investment, is realising it now has to play catch-up, reinvest in innovation, customer service, brand projects and marketing in the round. Companies are also light on marketing talent, a lot of which has been stunted or lost in the recession.
What do you look for in a potential interim assignment?
Several things but the absolute no.1 is 'who is the client?'. Does the client get what an interim offers and does he/she appreciate the way you work. Are you being backed 100% by the MD or Functional Director? Does he/she want you for what you bring and is there mutual respect for each other's specific expertise. If you become part of some big convoluted process run by HR, then normally you are working with the wrong sort of Interim provider, the project hasn't got the backing from the top and the client need is not that urgent or defined. I generally steer clear of clients that send out these sorts of signals. They often turn out to be 'tyre kickers' who mistakenly think 'senior interim' is a very expensive form of temping, while at the same time their Exec Boards will waste millions with the big global strategy consulting firms, without batting an eyelid! Another more practical way of looking at it is 'Could you spend an enjoyable, stimulating night in the pub with your client?!!'
With many businesses cutting back on capital expenditure for change programmes and more focus on turnaround of distressed businesses, what are your predictions for interim management over the next year to 18 months?
I think interim management is on its way back. The new model of employment is remove the fat, run your business light but bring in 'horses for courses' when it comes to specific tasks or projects for which the company has no prior experience. Why recruit expensively for a permanent role when the person hired will have worked their way out of a job in 18-24 months, if they are any good. You pay big relocation and headhunt fees upfront and sizeable severance at the end, so the real fully-loaded cost per annum of the contract is probably twice the actual annual package value. In this context interims are cheap and a lot less aggro! Retaining good staff is also key so an interim can often create a sense of freedom for existing employees, renew the energy of a tired team and give staff a chance to get coached by an expert, with no particular axe to grind.
What do you consider your biggest achievements in interim management?
There are many and it is true to say that I am prouder of these vs anything in my permanent career. You get a sense you have really made a difference as opposed to being part of being a big machine and process. A risk-taker, a fire-starter, a catalyst if you like ...
Scottish Widows - building a marketing team, relaunching the brand internally and externally and persuading a bunch of hard-nosed Scottish actuaries to put an additional £10m into the marketing budget to drive a big sales increase within Lloyds TSB!
Orange - developing the Orange Cinema advertising, and backing my team to go for it. The "don't let a mobile phone ruin your movie?" campaign is still running today and just as funny and irreverent.
Barclays-galvanising a disparate team and launching a hard-hitting direct and web based General insurance business to attain number one spot for new business in 2006
But my proudest achievement is rescuing a guy who was on a written warning, giving him his confidence back, teaching him what he did not know and making him into a stellar performer. He has subsequently become the Marketing Director of one of Britain's biggest brands.
What advice would you give to someone thinking of a career in interim management?
Don't do it if you can't handle a lack of security and ambiguity. Think carefully - it is not a career option if you are struggling to find a permanent role or you are an 'out and out? politician. It is a way of life and you have got to enjoy the change. There is a 'hero to zero' nature of assignments, when they are coming to an end. It is never easy saying goodbye to a team you have fostered and who you have helped to produce some good, worthwhile work.
What you enjoy doing outside of interim management, what would you like to do more of in the future ...any other interesting comments you'd like to make?
It provides a work life balance, but when you are busy you are very busy and then there is some down time between projects. I ensure I support my kids and their sporting hobbies and that we make time to have long, memorable Summer holidays. I have taken the opportunity to fulfil two of my life's ambitions. Writing for national magazines and newspapers about my two passions - golf and skiing - and Climbing 4000m Alpine peaks - although I really need to shed a few kilos again if I am to reach those heights once more. If I ever semi retire, I would love to continue travel writing. I was even offered a permanent job as the Travel writer of Golf World by a previous Editor, but interim pays much better!