Simon Roberts

Brexit uncertainty has caused many SMEs to delay important projects or even stop crucial recruitment activities. During these difficult times, tapping into a pool of experienced resource could provide a solution to this problem. Many SMEs have not considered, or have gone so far as to dismiss, the use of interim managers as they are under the misapprehension that they are just too expensive. However, in reality, the cost of engaging an interim manager for a specific project or management assignment could be a very cost-effective solution and give the business some real impetus at a crucial time. Often the impact of doing nothing or overloading existing staff results in lost business opportunity, disgruntled staff or, worse still, key people leaving. We are no different at Jonathan Lee Recruitment. We have taken our own advice and have made the most of the skills of interim managers with excellent, cost effective results. We have used interim solutions to cover a number of tasks including training, HR, project management and IT and found the experience very positive. One of the main concerns for businesses is the cost; understanding that an interim manager’s day rate costs no more than a comparable permanent hire once the additional employment costs and benefits are accounted for. Experience shows us that the actual cost of direct employment adds around two thirds on top of basic pay. For example, in the case of an executive earning £100,000 per annum, the employer’s total costs will include national insurance, car allowance, a bonus, medical costs, pension and other benefits, as well as any unplanned costs including sickness, jury service and training. ​ Of course, the secret to getting value for money and achieving the specific assignment objectives is selecting the right interim manager and engaging them based on their knowledge, skills, experience and references. The real advantage of an interim is their ability to hit the ground running with almost immediate effect. In fact, paying the right rate for the right individual can mean that projects are delivered in shorter time frames and more efficiently. In many cases the return on investment far exceeds the benefits initially anticipated, and, having completed the initial assignment, the interim manager is asked to pick up another project. Professional interim managers become trusted advisors and are very target and objective driven. On exiting the business, they will leave a positive lasting legacy often helping to find their permanent replacement if required. jonathan Lee interim management Jonathan Lee Interim Management successfully places interim managers across a broad range of industrial sectors and management disciplines, helping clients fill critical skills gaps with experienced managers. We take the time to meet our interim managers and can recommend suitable candidates that we have placed previously at short notice. We offer a full payroll service and legal employment framework agreement for our interim service ensuring that your interim manager is legally compliant with all the necessary insurances. contact us If you would like to discuss your interim requirements call Simon Roberts on 01384 446113 or email him.

Simon Roberts

17/01/2019 brexit

Many SMEs may dismiss the use of interim managers because they are under the misapprehension that they cannot afford them. However, in reality, the cost of engaging an interim manager could end up being less than hiring a permanent member of staff for a specific project. Here, at Jonathan Lee Recruitment we have taken our own advice and have made the most of the skills of interim managers with excellent, cost effective results. We have used interim solutions to cover a number of tasks including training, HR and project management. Directly comparing an interim day rate with a permanent salary requires more than a simple like-for-like calculation. Experience shows us that the actual cost of direct employment adds around two thirds on top of basic pay. For example, if an executive is earning £100,000 per annum, the employer will incur additional costs for national insurance, car allowance, bonus, medical, pension and other benefits, as well as any unplanned costs such as for sickness, jury service, training etc.​

Simon Roberts

02/05/2018 Interim management

In recent months the pace surrounding 4IR has increased and become a major talking point within the manufacturing sector. The speed at which this change is predicted to take place is rapid, with 80% of manufacturers saying that the revolution will be a business reality by 2025, according to research by EEF; the manufacturers' organisation. There is no doubt that 4IR is going to happen, but the speed of change and the implementation of new disruptive technologies is a real challenge amongst business leaders. There is fear that the UK will fall behind the other major industrial powerhouses due to a lack of clarity and substance around a viable UK industrial strategy. According to a report by the manufacturers' organisation, EEF, the transformation of the manufacturing industry will depend greatly on a shift towards digital technologies and manufacturers are aware it would make them more productive. In fact, 62% of firms state they plan to invest in new modern connected plant over the next 5 years. 4IR is set to fundamentally transform the manufacturing sector - it will be a game changer. Businesses will want to capitalise on it, but recognise the need to invest in staff, management and leadership skills so that they can make the most out of the rapid advances in technology that are driving this new industrial age. This throws up a real problem to manufacturers who are already suffering with major skill shortages in key areas. In particular, many firms do not have the skillset in-house or the experience to implement digital technologies. Indeed, this type of business change is the typical scenario where interim and contract expertise can help guide an organisation in its next phase of business growth. Businesses are increasingly looking to interim specialists to guide them through the required changes to keep up with 4IR. This change will impact all areas of business including software systems, machinery and connectivity. One thing is clear - the ability to collect vast amounts of data and use this to make informed business decisions will become critical. These are truly challenging but exciting times. 4IR presents an opportunity for UK Manufacturing to demonstrate its ability to innovate and embrace new technology, but the competition has never been as fierce or as global. Does UK PLC have the technical expertise to capitalise on this opportunity? We’ve seen a trend in organisations turning to interims who have the technical knowledge and experience to help transition businesses toward digital technology. Jonathan Lee Interim Management has seen recent successes in areas such as automation and business transformation where interim specialists have demonstrated their ability to respond and help companies succeed in the 4IR environment. Looking to the year ahead, interims will play a vital role in preparing Britain for the transition in 4IR and it’s imperative that organisations start planning now for this change.

Simon Roberts

16/04/2018 4IR

We are excited to be a part of the regional and national judging panel for this years EEF Future Manufacturing Awards 2017. Simon Roberts, Associate Director for Jonathan Lee Interim Management and Jonathan Lee Search & Selection, will be working his way through this year’s entries over the next couple of weeks. And he’s the right man for the job!

Simon Roberts

24/08/2017 eef

Interim professionals can make a significant business impact, but finding the right interim manager is key to this success. It is essential therefore that there is real clarity around what a business wants to achieve by taking on an interim manager. In some cases this need is clear cut, such as appointing a direct stand-in for an absence caused by illness. However, in many cases taking on an interim manager presents an opportunity to engage with an industry professional who can apply extensive senior management experience and a greater breadth of industry knowledge. Setting objectives and goals from the outset is important, but be prepared to change and be flexible. Interim managers are adept at unearthing the root cause of problems and these may need to be addressed if the original plan is to succeed. A good example is demonstrated in a recent Interim placement with an established, family run business who perceived they had a major problem with manufacturing and production. Placing an Interim Operations Director within the business, the interim quickly established that the root of the problem was poor quality information being released to the manufacturing teams. This resulted in ineffective planning and scheduling; incomplete Bills of Materials (BOMs) were being released resulting in material shortages and the wrong parts being ordered. The impact of this was increased cost and late delivery. When the interim manager explained this to the Board, the focus of the assignment was changed with the new remit to implement a more stringent sales, contract and customer management process. The positive impact across the business was dramatic and the changes formed the basis of a company-wide transformation project. The improvement and gains brought about by better communication and breaking down departmental silos lead to an increase in product throughput, reduced cost and greatly improved quality and on-time delivery. The company was eventually sold to an international business who have engaged the same interim manager on several occasions to complete similar exercises within their new acquisitions. Interim managers, with their breadth of management and technology experience, are helping manufacturing businesses rise to the challenge of competing in a global market place. These movers and shakers are increasingly bringing their knowledge and experience to bear within the SME sector. Often seen as the backbone of UK manufacturing, SMEs are increasingly having to consider new enabling technology and look for advice on what and where they should invest. Developing these technology road maps can be daunting, but working with an interim manager allows a company to employ a specialist resource when it is most needed to help define business strategy, giving independent advice and then delivering the management and implementation of the plan. In ever changing, challenging and uncertain times, the ability to secure the right resource when you need it most is essential. Jonathan Lee Interim Management continues to meet the needs of its clients by providing high calibre interim managers across the engineering, manufacturing and technology sectors. JONATHAN LEE INTERIM MANAGEMENT Jonathan Lee Interim Management successfully places interim managers across a broad range of industrial sectors and management disciplines, helping clients fill critical skills gaps with experienced managers. We take the time to meet our interim managers and can recommend suitable candidates that we have placed previously at short notice. We offer a full payroll service and legal employment framework agreement for our interim service ensuring that your interim manager is legally compliant with all the necessary insurances. CONTACT US If you would like to discuss your interim requirements call Simon Roberts on 01384 446113 or email him.

Simon Roberts

31/05/2017 interim-management