1.Context and purpose: So, you want to open an overseas office?
2.Sharing our experiences 3.Time for questions answered. Phaidon
Introduction
Slide 3
Phaidon is the holding company housing 7 international,
award-winning, micro- niche recruitment brands Founded by our
leader and CEO, Adam Buck. privately owned, zero debt, we have a
clear vision: 100% organic, enabling exceptional careers We have
enjoyed superior market performance averaging 34% CAGR since our
inception in 2004 Our values: Ability Loyalty Character galvanise
our portfolio of speciality brands Our leadership is committed to
maximising our value and we have clear a plan to fulfil our
potential by 2017 Who we are?
Slide 4
Focus on global reach 4 OFFICES 7 BRANDS 44 COUNTRIES 210
PEOPLE 39 LANGUAGES 8 MARKETS
Slide 5
Our niche brands specialise in the following industries:
Finance Oil & Gas Operations Pharmaceuticals Power &
Nuclear Professional Services Renewable Energy Telecoms Focus on
our specialist brands
Slide 6
Slide 7
Growth in overseas revenue 20132009201020112012
Slide 8
San Francis co 2014 Munic h 2014 Hong Kong 2014 Whats next?
Dubai 2014
Slide 9
We have placed in 44 countries across the globe Four hub
offices (We will talk Strawberry Plants later) We provide our
services on both a permanent and contract basis Last year alone we
helped over a thousand professionals move careers across 44
countries. We have a clear process in relation to opening overseas
offices and we will share this today It involves four important
words... Some internationally relevant stats
Slide 10
Opening Offices Overseas 1. Why? Unless you are the lead hound
the views always the same
Slide 11
Key influencing factors: Some people look at build or buy
(acquire) Our model is 100% organic We are revenue led in terms of
geographic expansion Data driven decisions SAMBA SWEEPS We have our
Magic numbers desired strategic outcomes We evaluate through our
Magnificent Seven Some cautions: Because ABC are there Competitors
Suck it and see Build it and they will come Buying market share If
acquiring- distribution channel v additional toys. We tend to ask
Why be on the ground?
Slide 12
Opening Offices Overseas 2. What?
Slide 13
What brands and markets do we want to distribute to the new
market? What are the success measurements Y1, 2, 3? What is the
upside of doing it- strategic and financial? What is the
opportunity cost of not entering now? What is our expected ROI?
What structure- people to structure not structure round people.
Begin with end in mind
Slide 14
Opening Offices Overseas 3. Who?
Slide 15
Who will be the custodian of our investment on the ground? Who
will plan and implement it? Who will man and develop it? People to
structure not structure around people Local to Expatriate ratios.
Who will carry the essence of Buck?
Slide 16
4. How? Our expectation is our people stepping off the plane,
with a desk, mobile phone and PC that works, and the ability to
give out a business card that evening Harry Youtan, Director
Phaidon USA Inc.
Slide 17
1.Compliance is absolutely key 2.Start with understanding visas
& licensing and work backwards 3.Local legal, tax and finance
advice essential 4.Dedicated project management team 5.Robust
project management planning tell people what they need to hear, not
what they want to hear clear traffic lights. How?
Slide 18
TOP FIVE Lessons learned/ handy hints
Slide 19
1.Compliance is king and queen. 2.Use overseas as a great
attraction and retention tool. 3.Run overseas hours locally prior
and let staff earn their place. 4.Buy cheap pay twice cash is king:
Turnover is vanity, cash flow reality. 5.Invest in understanding
the local business and national culture Five things weve
learned...