Grow. Support. oals plementation. Goals. hange. Strategy. Expertise. Delivery. orkshops. Workshops. elivery. Delivery

Size: px
Start display at page:

Download "Grow. Support. oals plementation. Goals. hange. Strategy. Expertise. Delivery. orkshops. Workshops. elivery. Delivery"

Transcription

1 Delivery Implementation n evelopment p orkshops PruConsulting Goals PlansCoaching Change g xpertise Skills Support Strategy Focus Strategy Skills oals evelopment plementation elivery ffective oaching lans Effective Delivery Plans CoachingeC ching Skills Implem Grow Experience Strategy Support pep Strategy Delivery S Growthategy y Experience hange Workshops Focus Pl Workshops Coach Growth Focus Goals Coaching Expertise Plans Effective mplementation Your business: Practice Sale or Succession Change, Focus, Support, Growth, Delivery For adviser use only not approved for use with clients De Workshops pe Exp Fo S Stra

2 Our industry is currently in the middle of a period of tremendous change and during these turbulent times we are witnessing an increasing demand for support from our distribution partners. At Prudential, we are determined to meet this demand with market-leading and highly professional support which includes our team of Certified Management Consultants, PruConsulting. Alongside this support, we have developed a series of simple but highly effective Adviser Guides, each of which are designed as a step by step "journey planner" for you to follow as you review and adapt your business model to the rapidly changing environment. The feedback to date on these guides has been extremely positive and we will of course continue to invest in our adviser support material and services based on what you tell us you need. The full range of these Adviser Guides and other support materials are available from We hope you find these materials useful. As always, please fire in any suggestions you have for what you would like to see covered in the future. John Warburton Managing Director, Retail Life & Pensions, Prudential UK & Europe Adviser Guides available include the following: Practice sale or succession Developing a business plan How to develop your ongoing service propositions Effective recruitment Creating an effective marketing plan Client-facing brochure PruConsulting developing your business The marketing toolbox Developing professional connections Developing a client proposition Managing a client bank Creating a profitable charging structure 2 Practice Sale or Succession : Adviser Guide

3 Contents Context page 4 Planning an Exit Strategy page 5 Creating Value in the Practice page 7 Valuing the Business page 8 Routes to Market: Sale or Succession page 10 Summary page 11 This Guide is designed to help provide you with an introduction and insight into the issues involved with developing a successful exit strategy. Specifically: > The potential options > How to maximise the return > A high level process to consider when building your plan > Tips on how to make the process run smoothly Practice Sale or Succession : Adviser Guide 3

4 Context Realising the maximum value of the Practice is vitally important to the majority of business owners, particularly as IFA demography suggests that up to a third of Advisers could choose to retire in the next 10 years a figure which could be affected by recent legislative changes. Despite this trend and the obvious advantage IFAs have in considering retirement due to their professional background, only 30% profess to having a clear exit strategy and fewer than half have identified the valuation they require to meet their personal financial plans. It s possible the supply of Practices for sale could outstrip demand over the next few years. But while there s no clear formula for calculating the value of an IFA business and the market is still in its infancy, structured, well managed Practices with quality client data, ongoing income streams and potential for growth will clearly attract a premium. In this Guide we consider how to develop a successful exit strategy and maximise the potential return for the business owner. 4 Practice Sale or Succession : Adviser Guide

5 Planning an Exit Strategy So what are the options for an IFA who is looking to retire or dispose of their share of a Practice? In short there are only two options, both of which revolve around a sale. Either they can sell their share to another party, whether it be the existing partners/ directors or another firm entirely or they can identify and develop a successor who can take on the Practice and its clients into the future. Both options will require careful planning and may necessitate making changes to the way the business operates and to its infrastructure, but if managed properly, these can produce both immediate and long-term gains. It s a common misconception that funds under management are the key to planning an effective exit strategy. While important, as we ll discuss in "Valuing the Business", this is not the only element. The diagram below shows a high level process and indicates some of the key elements to consider when building an exit plan. Managing client activity & FUM People identification & development Establish personal goals of the owners Align the business vision and objectives Review market trends and consider potential options Establish a strategic and tactical plan Marketing and brand development Identify potential purchasers/ successors Commence negotiations & due diligence Business sale or succession Business structure & processes Business management Practice Sale or Succession : Adviser Guide 5

6 Planning an Exit Strategy continued Green Steps Blue Steps Red Steps As with all successful business strategies, it's important to link clearly identified personal goals and objectives to operational activities. Whilst Financial Advisers may be adept at helping clients develop financial plans, many are not so clear regarding their own planning. It's vital that they know how the sale of the business fits into the individual owners' future financial plans. Having established their personal goals a business owner can review the existing Practice and consider restructuring elements of the firm. The foundations of succession and exit planning are rooted in sound business fundamentals, with clear business and marketing plans and well defined processes. Focusing time in this area can turn processes into assets and maximise potential returns. We explore this later in the Guide. The final stage of the process is to identify potential purchasers and/or consider timescales for handover to an internal successor. Business owners need to be prepared to negotiate and consider not only price but other terms and conditions including: > ongoing liability > structure of payment > lock-in periods > restrictions to future activity > future potential! Top Tip Always be ready to answer the question: how much is enough? An owner needs to be clear when to negotiate and when to accept an offer from a potential purchaser. 6 Practice Sale or Succession : Adviser Guide

7 Creating Value in the Practice When analysing how to add value to a Practice it s important to consider what would attract potential purchasers. The key to creating value is to be able to evidence particular strengths and, in view of this, much of the attention when preparing a Practice for sale is focused on processes and the back office. The following table details likely areas of interest to potential buyers and elements and actions that may increase the attractiveness of the Practice. This is by no means an exhaustive list and some elements will have greater weight than others, dependent on the type of purchaser, their requirements and the size and structure of the Practice. A recent survey of a representative group of IFAs showed that in answer to the question Is your business in shape to sell now?, 65% felt they were not ready for sale. There are buyers who are deliberately targeting Practices with little or no recurring income streams and few internal procedures, effectively asset stripping the Practice and incorporating the clients within their own processes. While this can create an exit route it will often lead to a much reduced return for the departing owner. Area of Interest Financials Client Management Marketing & Brand People Business Processes Business Management Actions/Processes > Growth in profitability > Fee/charging structures > Increasing profit margins > Growth in embedded/recurring income streams > Growth in funds under management > Clearly articulated client proposition > Consistent application across the Practice > Centrally controlled IT database > Documented client management processes > Embedded TCF principles > Availability of client profile data > Marketing plan in place > Clear client acquisition processes > Documented Introducer processes > Strong local/national presence > Ability to articulate the brand and evidence behaviours > Clearly identified future growth areas > Quality leadership/sales/back office teams > Underlying Adviser profitability > Clear role profiles and job descriptions > Development plans for key staff > Clarity of intentions post sale > Documented procedure manual > Clarity of compliance procedures and records > IT processes and use of platforms/wrap > Asset allocation and fund selection processes > Documented sales processes and parameters > Documented business plan > Clear business plan review processes > Documented process for staff management and appraisal > Evidence of leadership and change management The aim should be to evidence a well run, structured Practice, with few risks and issues for the purchaser and with a clean client database that offers a clear and easily accessible picture of the Practice and what it offers. In this way, the seller is likely to be in a much stronger negotiating position, maximising the number of potential buyers and ultimately the sale price. Practice Sale or Succession : Adviser Guide 7

8 Valuing the Business Although it may seem an obvious statement, a business is only worth what someone is prepared to pay for it. For this reason it's important at the planning stage to consider the vision for the Practice and the potential purchasers and marketplace that might exist. For example, a multi-site, multi-adviser, branded Practice may well be worth considerably more than a sole trader, home-based operation, but the number of potential purchasers will be considerably reduced due to the capital required to make such a purchase. Classically a business is valued based on a combination of its physical and intangible assets; the diagram below illustrates areas that would come under consideration for a normal business sale and the comparable areas within an IFA Practice. 8 Practice Sale or Succession : Adviser Guide

9 There s a tendency to focus solely on income streams or funds under management when looking at an IFA practice. However, as the market becomes more sophisticated, the weightings placed on other elements when valuing the Practice may become more significant. Clearly the financial aspects will determine a significant amount of the total valuation and in this respect the three main methods used in the market are: > recurring income > multiple of profits > percentage of funds under management Experience would suggest that purchasers tend to take a weighted average of these elements dependent upon their own business model and reason for acquisition and therefore owners need to be careful not to focus on only one element. For sellers, the greater valuations tend to be achieved using a calculation based on percentage of funds under management which is why asset managers prefer this model. Purchasers will often focus on a multiple of pre-tax profits in an attempt to drive down the purchase price. To address these issues a number of practitioners are focusing on building value in their business through consolidating assets and putting in place client agreements that spell out service levels and price, creating a strong cashflow picture, supported by robust administration and client management processes. This combination of consolidated assets and clear client proposition can be very attractive to potential purchasers and sustain strong valuations whichever method is used.! Top Tip Always have a Practice independently valued by a professional firm specialising in this market. Practice Sale or Succession : Adviser Guide 9

10 Routes to Market: Sale or Succession? In considering the most appropriate route to market, a business owner must be clear regarding their own intentions: > Are they prepared to continue on a part-time or consultative basis following the sale? > What do they wish to see happen to their client base? > What about their staff, local brand and practice identity? Ideally, business owners should be looking to make preparations at least five years in advance of when they want to sell. This will allow time to: > structure the Practice to maximise the potential benefits > search out the right buyer > identify and develop a potential successor > go through any necessary due diligence Succession Planning Some business leaders have a preference for this route as it can allow a more seamless transition and protect the status and integrity of an established business in its current form. This type of exit strategy often appeals to those practitioners who wish to take a staged retirement or those who have concerns that a new buyer will not treat their clients or staff the way they have done in the past.! Top Tip Key issues to consider include: > Identifying suitable candidate(s) > Training them in Practice operations while maintaining sales revenue > Introducing them to the client base > Raising buyout capital > Joined-up timescales > Agreement regarding post-sale involvement This route will need careful planning and can mean a large investment in terms of time and energy in identifying and developing a future owner. It might take considerably longer than a "straight through" sale and can involve more complex financial arrangements but it can create a legacy that may be important to some owners. Networking This is by far the most common method for identifying purchasers, as most IFA Practices are sold to others in the local area. Speaking to peers and colleagues and letting them know about a potential sale some time in advance will help to create a competitive market and identify options for the seller. Local Account Managers and other professionals are also useful conduits of information and can help to circulate updates to those who may be interested. Members of Networks and Service Providers may find an internal market is available through intranet sites and their Relationship Managers. Regional/National Acquirers Some IFAs have business models predicated on acquiring clients through acquisition and, from time to time, national firms may be looking to acquire distribution or a client base. Again, networking is useful in understanding who may be in the market at any one time, as is the trade press and a firm's normal contacts. Advertising An obvious way to create interest, although with a cost involved. Careful thought needs to be given to where any advert may be placed and how to deal with any potential response. Specialist Brokerages There are a number of firms that specialise in creating markets for businesses of various sizes and these can be accessed through a search of the web or government websites. There are also industry specialist firms who match potential buyers and sellers on a fee basis and again these can be accessed via the trade press or internet search. Consider creating a group of potential successors within the firm. Management buyouts are common in the business world as this may reduce the capital requirements for each individual and therefore increase the chances of a sale. 10 Practice Sale or Succession : Adviser Guide

11 Summary While there are no hard and fast rules regarding how to value an IFA business, clearly having a robust but flexible plan is important when preparing an IFA Practice for sale. Those that are prepared to create a clear exit strategy and structure their business to make it attractive to potential buyers will maximise the rewards that years of professional service have created. For further information and to access our range of guides on helping you to manage your business, visit the Business Centre in our Support For You section on or speak to your usual Prudential contact. The intention of this guide is to assist you with some of the key decisions affecting your Business. You should not rely solely on this information and should seek appropriate professional input for more guidance. Practice Sale or Succession : Adviser Guide 11

12 RIGC /2016

The buying and selling of a financial planning business

The buying and selling of a financial planning business The buying and selling of a financial planning business Gavin Jordan, Partner, Ernst & Young LLP 10 September 2010 Disclaimer This publication contains information in summary form and is therefore intended

More information

WHY. Our Values. Bigrock exists... At Bigrock, our values drive everything we do and inform every decision we make. RESULTS are critical

WHY. Our Values. Bigrock exists... At Bigrock, our values drive everything we do and inform every decision we make. RESULTS are critical Our Values At Bigrock, our values drive everything we do and inform every decision we make CLIENT DELIGHT...everything we do should drive it RESULTS are critical ENJOY IT! COMMUNICATE clearly and truthfully

More information

Strategic Advisory Service

Strategic Advisory Service Strategic Advisory Service Helping Clients through Transactions and Transition Accelerating your vision Strategic Advisory Service 2 mergers acquisitions divestments listings However good your senior management

More information

PREPARING TO SELL YOUR BUSINESS

PREPARING TO SELL YOUR BUSINESS PREPARING TO SELL YOUR BUSINESS Selling your business could be the most important financial deal you'll ever make. For many owners, selling the business they've spent years building up is emotionally difficult

More information

Understanding the Private Equity Recapitalization Opportunity

Understanding the Private Equity Recapitalization Opportunity Understanding the Private Equity Recapitalization Opportunity Two powerful forces are meeting in the market today. One is the large number of business owners who are approaching the age where it makes

More information

Grooming Your Business for Sale

Grooming Your Business for Sale PRIVATE COMPANIES Grooming Your Business for Sale Plan for the Future but Be Prepared for the Unexpected KPMG ENTERPRISE 2 Grooming Your Business for Sale Grooming Your Business for Sale Plan for the Future

More information

How to Grow and Sell a Franchise Business

How to Grow and Sell a Franchise Business How to Grow and Sell a Franchise Business Introduction Building a franchise business is hard work and when it is time to exit from the business you deserve to see the fruits of your labour. However, to

More information

01/2014. HB&O Corporate Finance: for the business journey

01/2014. HB&O Corporate Finance: for the business journey 01/2014 HB&O Corporate Finance: for the business journey HB&O Corporate Finance A business disposal, purchase, merger or management buyout is a significant development in the life of any enterprise. Many

More information

trust When you choose an accountant, you need someone you can trust. This trust does not come from a job title - it needs to be earned.

trust When you choose an accountant, you need someone you can trust. This trust does not come from a job title - it needs to be earned. about us trust When you choose an accountant, you need someone you can trust. This trust does not come from a job title - it needs to be earned. At Duncan & Toplis we understand this and our clients trust

More information

THINGS. Smart REALTORS Should Do Before They Retire

THINGS. Smart REALTORS Should Do Before They Retire 5 THINGS Smart REALTORS Should Do Before They Retire Retirement may seem like a far-off and distant dream to real estate agents in the prime of their careers. But no matter what stage you are in, there

More information

Benchmarking: What makes Accredited Financial Planning Firms TM so special?

Benchmarking: What makes Accredited Financial Planning Firms TM so special? Benchmarking: What makes Accredited Financial Planning Firms TM so special? IFP Accredited Financial Planning Firms Survey 2014 6 th March 2014 Susan Jordan and Phil Billingham CFP Contents Foreword by

More information

HR Fast Stream Graduate Programme

HR Fast Stream Graduate Programme HR Fast Stream Graduate Programme 02 Contents Welcome p.03 What is the HR Fast Stream Graduate Programme? p.04 What are we looking for? p.07 Your Fast Stream career path p.08 Location p.09 Profiles p.10

More information

Life Settlements: The Opportunity Continues to Grow

Life Settlements: The Opportunity Continues to Grow Life Settlements: The Opportunity Continues to Grow Like many asset classes, Life Settlements faced challenging times in 2011. But looking forward, SL sees a growing opportunity for investors seeking stable

More information

INFORMATION FOR OBSERVERS

INFORMATION FOR OBSERVERS 30 Cannon Street, London EC4M 6XH, United Kingdom Tel: +44 (0)20 7246 6410 Fax: +44 (0)20 7246 6411 E-mail: iasb@iasb.org Website: www.iasb.org International Accounting Standards Board This document is

More information

PLANNING FOR YOUR PROJECT

PLANNING FOR YOUR PROJECT PLANNING FOR YOUR PROJECT This tool kit has been designed to provide an introduction to planning. It will help you to think about the reasons behind why you should plan, what to plan and the variations

More information

Six top tips for travel managers to create savings in 2015

Six top tips for travel managers to create savings in 2015 Six top tips for travel managers to create savings in 2015 E-Guide 2 Introduction Savings remain a key focal point for Travel Managers in 2015 and through regular reviews and analysis, using management

More information

Closing The Gap: Bridging Generational Differences for Effective Succession Planning

Closing The Gap: Bridging Generational Differences for Effective Succession Planning Closing The Gap: Bridging Generational Differences for Effective Succession Planning When you think about selling your practice, it s easy to focus solely on its valuation because it s the most tangible

More information

Executive Search & Selection

Executive Search & Selection Business Improvement & Operational Excellence Executive Search & Selection Executive Search & Selection OUR EXPERTISE. YOUR SUCCESS. Kennardsmith Associates are headhunters that specialise in the business

More information

CIMA F3 Course Notes. Chapter 11. Company valuations

CIMA F3 Course Notes. Chapter 11. Company valuations CIMA F3 Course Notes Chapter 11 Company valuations Personal use only - not licensed for use on courses 144 1. Company valuations There are several methods of valuing the equity of a company. The simplest

More information

Understanding client experience in a changing marketplace An adviser proposition for client research. April 2013

Understanding client experience in a changing marketplace An adviser proposition for client research. April 2013 Understanding client experience in a changing marketplace An adviser proposition for client research April 2013 Contents A new industry landscape Retaining and acquiring clients in the new landscape The

More information

Effective stages of Demand Generation

Effective stages of Demand Generation Effective stages of Demand Generation PART 1: LINK BETWEEN DEMAND GENERATION AND SALES REVENUE WHITEPAPER Contents Introduction 3 What is demand generation? 4 Demand generation is more than a tactical

More information

10/22/2014. Over the next decade, an estimated 12,000 to 16,000 of the nation s 315,000 advisors are projected to retire each year.

10/22/2014. Over the next decade, an estimated 12,000 to 16,000 of the nation s 315,000 advisors are projected to retire each year. 1. Financial Advisor and Acquisition Statistics 2. The Essentials of a Practice Acquisition 3. Seller s Guidelines and Checklist 4. Practice Valuations and Acquisition Structures 5. Succession and Continuity

More information

Improve Sales Performance

Improve Sales Performance Improve Performance by Investing In Talent Management Competitive compensation programs have their place in motivating sales teams, but not all sales force performance problems can be solved with money.

More information

WORKFORCE PLAN Page 1

WORKFORCE PLAN Page 1 2015 2019 WORKFORCE PLAN Page 1 Contents 1. Introduction... 3 2. Developing the Plan... 6 3. Organisational Structure... 9 4. Workforce Profile... 10 5. Workforce Requirements... 11 6. Workforce Strategies...

More information

Buying and Setting up a Business with a Post Office A Guide

Buying and Setting up a Business with a Post Office A Guide Buying and Setting up a Business with a Post Office A Guide NOTE: The information in this document is not intended as an exhaustive list of all the information you require in order to set up a business

More information

How to... A Guide to Writing a Marketing Plan

How to... A Guide to Writing a Marketing Plan How to... A Guide to Writing a Marketing Plan How you can succeed in writing a marketing plan A good marketing plan will identify your business goals, set objectives and targets, and most importantly,

More information

MANAGEMENT CASE STUDY MARCH 2015 EXAM ANSWERS. Variant 4

MANAGEMENT CASE STUDY MARCH 2015 EXAM ANSWERS. Variant 4 MANAGEMENT CASE STUDY MARCH 2015 EXAM ANSWERS Variant 4 https://connect.cimaglobal.com/resources/management-case-study-exam/march-2015- management-level-case-study-exam---bild-variant-number-4 The March

More information

7 great reasons to choose ABE. ABE progression route. What happens to our alumni? Our qualifications. Business Management. Where can you study?

7 great reasons to choose ABE. ABE progression route. What happens to our alumni? Our qualifications. Business Management. Where can you study? 02 Contents Contents 02 04 05 06 07 08 12 16 18 20 22 23 Welcome 7 great reasons to choose ABE ABE progression route What happens to our alumni? Our qualifications Business Management Where can you study?

More information

Setting up a website: key considerations.

Setting up a website: key considerations. Setting up a website: key considerations. Supporting you on your business journey. If your business is going to trade online, then you ll already be thinking about your website. But even if you re not

More information

Building a business case for coaching A guide for human resource practitioners

Building a business case for coaching A guide for human resource practitioners Building a business case for coaching A guide for human resource practitioners WHITE PAPER AUGUST 2010 Learning Consultancy Partnership 22 Tongdean Road Hove BN3 6QE (c) 2010 Learning Consultancy Partnership

More information

When being a good lawyer is not enough: Understanding how In-house lawyers really create value

When being a good lawyer is not enough: Understanding how In-house lawyers really create value When being a good lawyer is not enough: Understanding how In-house lawyers really create value Contents Foreword... 3 Do you really understand how In-house lawyers create value?... 4 Why creating value

More information

Preserve, protect, and promote the value of your business. Start your business trek towards transition today.

Preserve, protect, and promote the value of your business. Start your business trek towards transition today. F e d e r a l R e s e r v e B a n k o f K a n s a s C i t y O m a h a B r a n c h i n p a r t n e r s h i p w i t h Creighton University School of Law Community Economic Development Clinic Nebraska Business

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

Strategic Account Management

Strategic Account Management Strategic Account Management Maximising the return from customer relationships Sales Coaching SC Sales Manager Programme SMP Negotiating Client Value NCV Commercial Acumen CA Strategic Account Management

More information

Digital Marketing Specialist

Digital Marketing Specialist v Digital Marketing Specialist Our Vision To be the best company our employees ever work for, the best bank our customers ever do business with and the best investment for our shareholder. Our Mission

More information

Careers Advisers Day 16 September 2010. Internal Use Only - Not to be disclosed outside Standard Life group

Careers Advisers Day 16 September 2010. Internal Use Only - Not to be disclosed outside Standard Life group Careers Advisers Day 16 September 2010 Introduction to Careers Advisers Day Sandy Begbie Group People & Transformation Director Standard Life context Standard Life is a leading long term savings and investment

More information

tap into the BUsiness protection market.

tap into the BUsiness protection market. BUsiness protection research tap into the BUsiness protection market. Most businesses have key individuals that are essential to it s survival. In fact our research with the Institute of Directors shows

More information

It will help you to think about how best to approach change, the key considerations and managing potential barriers to successful change.

It will help you to think about how best to approach change, the key considerations and managing potential barriers to successful change. CHANGE MANAGEMENT This tool kit has been designed to help you plan and implement change. It will help you to think about how best to approach change, the key considerations and managing potential barriers

More information

INTERNATIONAL SELLING PROGRAMME 2015

INTERNATIONAL SELLING PROGRAMME 2015 INTERNATIONAL SELLING PROGRAMME 2015 2 The International Selling Programme is Enterprise Ireland s proven export sales development programme targeted exclusively at maximising export sales for Irish companies.

More information

Part Exchange & Assisted Move

Part Exchange & Assisted Move Part Exchange & Assisted Move Part Exchange has become one of the most popular selling tools for house builders big and small. Why The PX Hub The PX Hub specialises in offering a complete and comprehensive

More information

Understanding the links between employer branding and total reward

Understanding the links between employer branding and total reward 8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial

More information

impact business partners The science of building connections with customers and influencing them to say yes

impact business partners The science of building connections with customers and influencing them to say yes impact business partners The science of building connections with customers and influencing them to say yes Selling is purely a brain-to-brain process, in which the salesperson s brain communicates with

More information

Developing and Delivering a Winning Investor Presentation

Developing and Delivering a Winning Investor Presentation ENTREPRENEUR WORKBOOKS Business Planning and Financing Management Series Building Block 4 Developing and Delivering a Winning Investor Presentation MaRS Discovery District, December 2009 See Terms and

More information

What Do CEOs Want From Marketing?

What Do CEOs Want From Marketing? Market Leader Issue 27, Winter 2004 www.warc.com What Do CEOs Want From Marketing? Anthony Freeling McKinsey Fiona Stewart Antennae Fran Cassidy The Cassidy Media Partnership Top of the CEO agenda is the

More information

Thoreya Swage. September Thoreya Swage Ltd.

Thoreya Swage. September Thoreya Swage Ltd. EVALUATION OF THE PATIENT LEADERSHIP DEVELOPMENT PROGRAMME PILOT FOR THAMES VALLEY - NHS ENGLAND, OXFORD ACADEMIC HEALTH SCIENCE NETWORK AND THAMES VALLEY AND WESSEX LEADERSHIP ACADEMY Thoreya Swage September

More information

Managing Your Career Tips and Tools for Self-Reflection

Managing Your Career Tips and Tools for Self-Reflection Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated

More information

Owner managed businesses: Bringing your corporate and personal goals to life

Owner managed businesses: Bringing your corporate and personal goals to life Owner managed businesses: Bringing your corporate and personal goals to life Owner managed businesses PRECISE. PROVEN. PERFORMANCE. Bringing your corporate and personal goals to life Dynamic. Ambitious.

More information

Finance Training Society Trusted, Industry-Recognized Certificate Programs

Finance Training Society Trusted, Industry-Recognized Certificate Programs Trusted, Industry-Recognized Certificate Programs Complete your custom Master s Certificate program online while working or going to school. Platform Certified Hedge Fund Welcome to the. We are a seven-year-old

More information

2015 MassMutual Business Owner Perspectives Study

2015 MassMutual Business Owner Perspectives Study An Executive Summary for Business Owners 2015 MassMutual Business Owner Perspectives Study Insights from America s Economic Engine Whenever you see a successful business, someone once made a courageous

More information

The Success Profile for Shared Services and Centres of Expertise

The Success Profile for Shared Services and Centres of Expertise 1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take

More information

M Simpson Associates

M Simpson Associates Download M Simpson Associates A Straight Talking Consultancy Business specialists with the ability to see through the smoke and get to the bottom line quickly Exclusive Business Insight from M Simpson

More information

Customer Centricity = Sales Enablement

Customer Centricity = Sales Enablement Customer Centricity = Sales Enablement (= value focus = increased sales = reduced costs = improved margins) Abstract Recent studies from IDC and Forrester show that technology companies waste huge sums

More information

Zenith: A Strategic Funding Journey for Tech CEOs

Zenith: A Strategic Funding Journey for Tech CEOs Zenith: A Strategic Funding Journey for Tech CEOs An initiative of the ISA Software Skillnet in association with the Irish Software Association and the Irish Management Institute Do you have the knowle

More information

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management)

NES/11/111. Dorothy Wright Director HR & OD Christine McCole, Depute Director HR Tom Power, OD Business Partner (Leadership & Performance Management) NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director

More information

Building Leadership Capabilities For Future Growth In Medical Technology. -A European Perspective. Facilitated by the Global Life Sciences Practice

Building Leadership Capabilities For Future Growth In Medical Technology. -A European Perspective. Facilitated by the Global Life Sciences Practice Building Leadership Capabilities For Future Growth In Medical Technology -A European Perspective Facilitated by the Global Life Sciences Practice 1 Building Leadership Capabilities For Future Growth In

More information

Executive Summary of Mastering Business Growth & Change Made Easy

Executive Summary of Mastering Business Growth & Change Made Easy Executive Summary of Mastering Business Growth & Change Made Easy by David Matteson & Jeff Hansen, June 2008 You stand at a crossroads. A new division of your company is about to be launched, and you need

More information

UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION

UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION 57 Stage 3: Set Up and Start Up Theme 6: Marketing UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION Now that you re ready to turn your idea into a reality and begin defining your

More information

Building a Sustainable MOD and Defence Industry: Challenges and Opportunities

Building a Sustainable MOD and Defence Industry: Challenges and Opportunities Building a Sustainable MOD and Defence Industry: s and Opportunities James Perry and Dr Anna Stork BMT Isis Ltd Abstract Sustainability can be defined as meeting the needs of the present generation without

More information

Management Competencies - 360 Assessment

Management Competencies - 360 Assessment Management Competencies - 360 Assessment Up-skill managers to prevent and reduce workplace stress Line managers play a vital role in the identification and management of workplace stress. Managers will

More information

Vanguard Target Retirement Funds

Vanguard Target Retirement Funds Vanguard Target Retirement Funds Help your clients reach their retirement goals This document is directed at professional investors and should not be distributed to, or relied upon by, retail investors.

More information

Strategic Choices and Key Success Factors for Law Firms June, 2010. Alan Hodgart

Strategic Choices and Key Success Factors for Law Firms June, 2010. Alan Hodgart Strategic Choices and Key Success Factors for Law Firms June, 2010 Alan Hodgart The Association of Danish Law Firms 1 Huron Consulting Group Inc. All rights reserved. Huron is a management consulting firm

More information

Financial stability for law firms

Financial stability for law firms Financial stability for law firms What are the signs? Strategy and planning Cashflow, profitability and financial reviews Is incorporation the way to go? Considering a merger? A White Paper Why financial

More information

INVESTORS IN PEOPLE ASSESSMENT REPORT

INVESTORS IN PEOPLE ASSESSMENT REPORT INVESTORS IN PEOPLE ASSESSMENT REPORT Birmingham City University Human Resources Department Page: 1 of 19 Key Information Assessment Type Review Investors in People Specialist Name Bob Morrison Visit Date

More information

Suncorp Advice. A rewarding career

Suncorp Advice. A rewarding career Suncorp Advice A rewarding career Introducing Suncorp Advice A successful career as a financial planner relies on partnering with a progressive and supportive employer. Suncorp Financial Services Pty Ltd

More information

The HR Manager s Ultimate Guide To Outplacement

The HR Manager s Ultimate Guide To Outplacement PRACTICAL GUIDE SERIES The HR Manager s Ultimate Guide To Outplacement Know The Pitfalls Of Change And How To Avoid Them Tel: 08452 60 90 40 www.hda.co.uk info@hda.co.uk In an uncertain UK and international

More information

Succession Planning for CPA Firm Owners

Succession Planning for CPA Firm Owners Succession Planning for CPA Firm Owners How Can CPA Societies Facilitate the Process? Pamela Q. Weaver, CPA and Marie G. Kulesza, CPA 2011 Table of Contents Introduction. 3 Executive Summary 4 Study Methodology...

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information

FYI HIRING. Recruiting Strategies

FYI HIRING. Recruiting Strategies FYI HIRING Recruiting Strategies Revised: March 2011 Summary: This FYI discusses the steps involved establishing or revitalizing an effective recruiting process. It includes considerations for goal setting,

More information

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )

Corporate Services Directorate Number of staff responsible for 7 Budget responsibility ( ) Role Profile template Job Title Service Desk Manager Barnet Band and scale range BBB 47-50 Reports to Head of IS Service area Corporate Services Directorate Number of staff responsible for 7 Budget responsibility

More information

How a Hotel Valuation is Undertaken and What a Bank Really Needs from a Valuation

How a Hotel Valuation is Undertaken and What a Bank Really Needs from a Valuation Hotel Valuation How a Hotel Valuation is Undertaken and What a Bank Really Needs from a Valuation This summary paper outlines what is involved in a hotel valuation, and how it can be useful, as well as

More information

Camille Kerr and Corey Rosen, National Center for Employee Ownership

Camille Kerr and Corey Rosen, National Center for Employee Ownership Camille Kerr and Corey Rosen, National Center for Employee Ownership Companies with 1,000 or fewer employees, almost all of which are closely held, provide almost 60% of all private sector jobs in the

More information

HUMAN RESOURCES SPECIALIST

HUMAN RESOURCES SPECIALIST 1 HUMAN RESOURCES SPECIALIST Santa Conradie (Former Tiger Brands and ABSA / Barclays Bank) 32 Years of Human Resource experience in the Manufacturing, Pharmaceutical and Financial Services industry. Passionate

More information

Finance in All-Channel Retail. Improving the Customer Proposition through Effective Finance and Enterprise Performance Management

Finance in All-Channel Retail. Improving the Customer Proposition through Effective Finance and Enterprise Performance Management Improving the Customer Proposition through Effective Finance and Enterprise Performance Management In the digital world, customers expect an increasingly sophisticated shopping experience. Retailers that

More information

Customer Service Cluster Manager

Customer Service Cluster Manager London Borough of Camden JOB PROFILE Cluster POSITION TITLE: cluster manager DIRECTORATE: Culture and Environment DIVISION: Culture and customer service JOB FAMILY: SERVICE: service GRADE: PO6 REPORTS

More information

Masterclass Series. Sales Training Courses

Masterclass Series. Sales Training Courses Masterclass Series of Sales Training Courses Testimonials I always enjoy how I feel after a durhamlane workshop empowered and motivated to attack my sales objectives. Cost effective and very good value

More information

How to Measure a Loyalty Programme s Return on Investment. Managing information and transactions securely

How to Measure a Loyalty Programme s Return on Investment. Managing information and transactions securely How to Measure a Loyalty Programme s Return on Investment Managing information and transactions securely Introduction Successful programmes have longevity because the overall benefits clearly justify the

More information

Develop and implement marketing plans for your area of responsibility

Develop and implement marketing plans for your area of responsibility Overview What this Unit is about This Unit is about developing and implementing marketing plans for your area of. This Unit describes the classic model of marketing planning, implementation and control,

More information

Community Assets and Services Grants Pre-Feasibility Grants Guidance Notes

Community Assets and Services Grants Pre-Feasibility Grants Guidance Notes Community Assets and Services Grants Pre-Feasibility Grants 2013 Guidance Notes Table of contents Section 1 - Context, Eligibility and How the Process Works 4 About the Programme 4 The Strategic Context

More information

INTRODUCTION INVESTMENT ISSUES AND CONSTRAINTS FOR PROFESSIONAL TRUSTEES THE BENEFITS OF INTEGRATED ADVICE HOW SCOTTISH WIDOWS CAN HELP

INTRODUCTION INVESTMENT ISSUES AND CONSTRAINTS FOR PROFESSIONAL TRUSTEES THE BENEFITS OF INTEGRATED ADVICE HOW SCOTTISH WIDOWS CAN HELP GUIDE TO TRUSTEE INVESTMENT This information is for UK financial adviser use only and should not be distributed to or relied upon by any other person. INTRODUCTION TRUSTEES ARE REQUIRED BY LAW TO TAKE

More information

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation.

1.4. Ensuring people and communities know and understand these issues can help build trust and confidence in the Council and improve our reputation. Draft Communications Strategy -2018 1. Introduction and context 1.1. In the challenging and changing environment of local government, it s really important that regular, reliable and accurate information

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

The search is over. Part of Reed Specialist Recruitment

The search is over. Part of Reed Specialist Recruitment The search is over Part of Reed Specialist Recruitment reedglobal.com 1 2 Contents Three Five Seven Nine Eleven Thirteen Your business is our specialist subject Sourcing the best Our services Testimonials

More information

33,106 40,619. 10 Woodcock Street. Working 36.5 hours per week

33,106 40,619. 10 Woodcock Street. Working 36.5 hours per week HR Practitioner - Recruitment and Resourcing 33,106 40,619 10 Woodcock Street Working 36.5 hours per week We are looking for a forward thinking, innovative recruitment operations manager to lead the newly

More information

Why on earth would somebody become a Motor Dealer? It would have to be one of the most competitive, specialised, cut throat, tight-margined...

Why on earth would somebody become a Motor Dealer? It would have to be one of the most competitive, specialised, cut throat, tight-margined... motor dealer services Why on earth would somebody become a Motor Dealer? It would have to be one of the most competitive, specialised, cut throat, tight-margined... ...businesses around. Dealer principals

More information

NHS England Medical Appraisal Policy. Annex G: Clinical appraisal lead job description and person specification

NHS England Medical Appraisal Policy. Annex G: Clinical appraisal lead job description and person specification NHS England Medical Appraisal Policy Annex G: Clinical appraisal lead job description and person specification Annex G: Clinical appraisal lead job description and person specification Page 1 NHS England

More information

Your business journey

Your business journey Your business journey Where do you want to go? Where are you going? It seems like a big question, doesn t it? But, in terms of your business it is vital to know not only where you are going but where you

More information

What does the future hold?

What does the future hold? Financial Planning What does the future hold? July 2012 Agenda Understand the drivers of change and what this means for Financial Planners (FPs) International Regulatory Trends What could happen in SA?

More information

Building Tomorrow s Sales Force

Building Tomorrow s Sales Force Tomorrow s Executive Leading Sales Force Transformation By Richard Moore, Mercuri Urval Global Client Services Building Tomorrow s Sales Force Improving the capability of an underperforming sales force

More information

HR Consulting Services. Tailored for your company and your people

HR Consulting Services. Tailored for your company and your people HR Consulting Services Tailored for your company and your people Contents Delivering people services 4 Attracting and recruiting talented employees 5 Motivating, engaging and rewarding your people 6 Growing

More information

Insolvency practitioner regulation regulatory objectives and oversight powers

Insolvency practitioner regulation regulatory objectives and oversight powers Insolvency practitioner regulation regulatory objectives and oversight powers Legislative changes introduced on 1 October 2015 December 2015 1 Contents Introduction Part 1: Overview of regulatory objectives

More information

Motivation Questionnaire

Motivation Questionnaire Motivation Questionnaire > Employee Motivation Report Name: Sample Report Date: 12 August 2009 Employee Motivation Report Introduction This report describes the factors that are likely to have an impact

More information

To plan and facilitate transformational change in the way that people are managed within the Trust.

To plan and facilitate transformational change in the way that people are managed within the Trust. JOB TITLE: BAND: BASE: RESPONSIBLE TO: ACCOUNTABLE TO: Assistant Director of Organisational Development TBA XX Deputy Director of HR and OD Deputy Director of HR and OD JOB SUMMARY To lead, develop and

More information

HR COMPETENCY DEVELOPMENT OFFERINGS

HR COMPETENCY DEVELOPMENT OFFERINGS HR COMPETENCY DEVELOPMENT OFFERINGS HR COMPETENCY DEVELOPMENT We offer a variety of learning experiences designed to build skill, performance, and selfawareness in HR professionals. We have workshops designed

More information

The Social Return of Real Jobs An SROI Evaluation 2010

The Social Return of Real Jobs An SROI Evaluation 2010 The Social Return of Real Jobs An SROI Evaluation 2010 1. Introduction Real Jobs and SROI Evaluation Real Jobs is a supported employment programme operated by The Action Group, based in Edinburgh. There

More information

Key Steps to a Management Skills Audit

Key Steps to a Management Skills Audit Key Steps to a Management Skills Audit COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer.

More information

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION 1. A number of meetings have taken place to ascertain where partners think the MASH has got to in terms of its development and what needs to happen

More information

IT WORKFORCE PERSPECTIVES

IT WORKFORCE PERSPECTIVES IT WORKFORCE PERSPECTIVES To optimize how organizations attract, develop and retain great IT people, it is critical to evaluate what happens at the line levels of IT and how organizations source, screen,

More information

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1)

Business Services Authority. NHSBSA Strategy and beyond. NHSBSA Strategy (V1) Business Services Authority NHSBSA Strategy 2015-2020 and beyond NHSBSA Strategy 2015-20 (V1) 06.20151 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond.

More information

Business Exit for Retirement Strategies

Business Exit for Retirement Strategies Are you a business owner contemplating retirement? Thinking of selling or transitioning your business? Are you counting on your business to fund your retirement? Maybe you don t think that you have anything

More information

NetPay for... www.netpay.ie

NetPay for... www.netpay.ie NetPay for... NetPay for... Web Hosts The web hosting market is fiercely competitive with participants continuing to look for new and innovative ways to provide differentiation that will attract new customers

More information