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SThree International Expansion Russell Clements CEO SThree PLC

SThree International Expansion Russell Clements CEO SThree PLC. SThree Plc – Key Facts. FTSE listed company. Founded 1986 IPO in 2005 following VC investment in 1999 Profitable every year for 25 years 100% Organic Growth through home grown management

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SThree International Expansion Russell Clements CEO SThree PLC

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  1. SThree International Expansion Russell Clements CEO SThree PLC

  2. SThree Plc – Key Facts • FTSE listed company. Founded 1986 • IPO in 2005 following VC investment in 1999 • Profitable every year for 25 years • 100% Organic Growth through home grown management • Pure play specialist staffing particular strength in “STEM” disciplines • First International office opened 1998 in Brussels • 64 offices, 45 outside UK • 64% of GP generated internationally • C. 2,250 staff worldwide • Perm contract ratio 52:48 • Entrepreneurial culture – significant management equity – unique “MI” scheme

  3. SThree Plc - Where We Are In The World27 European Offices Pre 2012 office locations New offices opened in 2012 • Paris • Computer Futures (2003) • Progressive (2006) • Real Staffing Group (2009) • SThree L&D (2010) • Huxley (2008) • Rotterdam • Computer Futures (2007) • Stuttgart • Computer Futures (2009) • Progressive (2011) • Zurich • Huxley/Real (2011) • Oslo • Progressive • Amsterdam • Computer Futures (2000) • Progressive (2002)/Orgtel (2007) • Huxley (2002) • Real Staffing Group (2007) • ITJB (2007) • SThree L&D (2007) • Antwerp • Computer Futures (2011) • Brussels • Computer Futures (1998) • Progressive (2009) • Huxley (2007) • Dublin • Computer Futures (1999) • Dusseldorf • Progressive (2009) • Huxley/Computer Futures (2010) • Frankfurt • Computer Futures (1999) • Huxley (2006)/SThree L&D (2009) • Real Staffing Group (2009) • ITJB (2010) • Orgtel (2010) • Hamburg • Computer Futures (2009) • Progressive (2011) • Luxembourg • Huxley (2011) • Marseille • Computer Futures (2009) • Munich • Progressive (2004) • Computer Futures (2006) • Computer Futures (2010)

  4. SThree Plc - Where We Are In The World18 RoW Offices Pre 2012 office locations New offices opened in 2012 • Houston • Progressive (2010) • Moscow • Progressive (2011) • Huxley (2011) • Mumbai • Huxley (2011) • New York • Huxley (2006) • Real Staffing (2009) • Perth • Progressive (2010) • San Francisco • Real Staffing Group (2010) • Sao Paulo • Huxley (2011) • Singapore • Progressive (2009) • Huxley (2009) • Sydney • Progressive (2008) • Huxley (2008) • Boston • Huxley/Rea (2011l • Chicago • Huxley (2011) • Doha • Huxley (2011) • Dubai • Huxley (2008) • Hong Kong • Huxley (2007) • Progressive (2011) • San Diego • Real • Kuala Lumpur • Progressive • Rio • Progressive • Brisbane • Progressive

  5. Increase headcount in an existing office in an established sector. e.g. Munich ICT Open entirely new regions. e.g. Sao Paulo Increase headcount in an existing office into a newer sector. e.g. Sydney Oil & Gas Increase office footprint in existing geography. e.g. Perth SThree Plc - Profile of International Growth THE GROUP’S EXPANSION HAS FOUR MAJOR DIMENSIONS:The majority of planned growth comes from additional heads in existing locations, in both existing and new sectors. 1 2 4 3

  6. SThree Plc - What Works For Us? • Everything starts with our overall strategy, all potential International ventures should be judged in line with the strategy • Make fact based decisions, hope/hubris is not a strategy • International expansion should be an “As Well As” not an “Instead of” activity • Wherever practical test your International ventures remotely/virtually • Be prepared to pull the plug, after the event or before you jump off the kerb, don’t sleepwalk to potential failure through pride/obligation • Understand the P&L dilution as well as the cash cost

  7. SThree Plc - What Works For Us? • Have a thought through “Plan B” in case “Plan A” is overtaken by events • Constantly analyse what does/doesn’t work, mistakes are the most valuable lesson • Where possible use your own people, if you need to hire externally spend time on cultural assimilation • Make sure that your key people have a stake in the business that they run • Don’t be embarrassed to learn from what your competition/competitors have already done, but don’t be anchored by it either • Understand the impact of a new venture on your existing business

  8. Computer Futures 1986

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