Following rapid growth through acquisition, it was time for this organisation to be carved out and established as stand-alone. Critical to success in this was having the right total rewards infrastructure in place. As well as splitting the organisation out from the parent infrastructure, there was also the added dimension of preparing it for sale from the private equity owner.
The Group Head of Total Rewards needed to be more than a technical expert as the Chief People Officer seat was, at the time, vacant. The client was seeking “a Reward++ leader” – a holistic and strategic total rewards thinker, equally skilled at setting strategy, advising the business and at rolling up their sleeves to deliver. A strong commercial lens, confidence with ambiguity, and a background in true transformation was required.
We delivered a high-calibre global total rewards leader who had a compelling blend of both best-in-class and PE-backed high-change environments in their background. They had been through a carve-out before, and this proven track record was invaluable in pre-empting potential challenges and reducing risk. They had a strong ability to partner with finance and balance both group and individual reward needs.
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