UK interims ‘a great and growing UK export’
24 April 2014
Almost nine out of 10 (89%) of the UK's providers of interim managers believe that the number of international assignments will increase this year, according to a poll by the Interim Management Association (IMA).
Thu, 24 Apr 2014Almost nine out of 10 (89%) of the UK's providers of interim managers believe that the number of international assignments will increase this year, according to a poll by the Interim Management Association (IMA).
Simon Drake, IMA chairman and director at interim management specialist Penna, says: "These are promising statistics, and indicate that the membership truly sees today's interim community as a 'great British export'.”
Jason Atkinson, managing director at Russam Interim, adds: “The demand for interims globally is growing – particularly in countries where there is great investment or divestment such as Spain… 15% of our assignments (originating in the UK) are overseas.
“We are part of a global alliance of interim companies set up by our French partner X-PM.”
And he went on to point out an example of his firm’s international work was undertaking an assignment for a client in France who wanted an international interim to work on a plant in Indonesia where there were ‘issues’.
“The British candidates were considered to have better skills and capability for the role than candidates in the local market or those in Singapore,” he explained.
Simon Drake, IMA chairman and director at interim management specialist Penna, says: "These are promising statistics, and indicate that the membership truly sees today's interim community as a 'great British export'.”
Jason Atkinson, managing director at Russam Interim, adds: “The demand for interims globally is growing – particularly in countries where there is great investment or divestment such as Spain… 15% of our assignments (originating in the UK) are overseas.
“We are part of a global alliance of interim companies set up by our French partner X-PM.”
And he went on to point out an example of his firm’s international work was undertaking an assignment for a client in France who wanted an international interim to work on a plant in Indonesia where there were ‘issues’.
“The British candidates were considered to have better skills and capability for the role than candidates in the local market or those in Singapore,” he explained.
