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New research: the things our clients say about us

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In our recent client survey we asked our regular customers to “summarise your thoughts on recruiters generally and how your experience with Edbury Daley compares to your other, existing or previous suppliers.”

Here’s what they said:

“You provide a much more personal service and leverage insight to help our choices”

I feel that Edbury Daley are a trusted advisor. I generally don’t like other recruitment agencies”

“I find Andrew (Daley) personal, trustworthy and honest. I feel like his industry expertise sets him apart from his competitorsin that I trust that he knows the kind of skills we are looking for, and the kind of candidates that would be a good fit for our business”

“Edbury Daley come across a smaller more personal resource”

My experience of Peter Brophy and Edbury Daley has been exceptional.The company demonstrates professionalism and knowledge of industry with matching right candidate(s). Throughout the process; from initial contact to successful placement, they helped me to gain insight of candidates and i found them easy to chat with; highly recommended!”

“A really down to earth but clever person to deal with is Andrew. Shows a passion for understanding our businessand getting the right fit candidates for it”

“It is the trust and honesty that Andrew has given and shown me that means I don’t have to engage with other recruiters.”

 

How we recruit across the European procurement solutions market

Blog - Globe

Edbury Daley is widely acknowledged as the market leading recruiter in the Spend Management sector in the UK. We are now bringing hiring success to our clients across Europe.

Our recent projects have included:

  • Business leaders for appointments in UK, France & Northern Europe.
  • Regional sales leadership roles for Europe, Nordics, France, Italy, Sweden & UK
  • Senior procurement technology consulting roles in  the UK, France, Netherlands, Germany, Italy & Spain
  • Project Management & Implementation appointments in England, France & Germany

We offer broad coverage of Procurement Solutions which include Analytics, Payments, Vendor Management Solutions and Supply Chain Finance.

Our international network of contacts across the procurement technology sector allied to a deep expertise in the procurement profession enable us to provide an unrivalled service. Here’s how:

  • Identifying proven sales people with experience of selling to finance and procurement audiences across Europe.
  • Head hunting geographically flexible Implementation and Transformation Consultants with experience of international projects.
  • Building an outstanding network of EU nationals currently working in the sector wishing to move to the UK, and those already in the UK willing to work/relocate across Europe.

If you need a recruiter who understands your product, your target markets and the availability of the skills your business needs to grow then it’s time to get in touch with us via info@edburydaley.com.

Movers and Shakers

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Leadership change at SAP Ariba EMEA

The big news in the sector so far this year is that Paul Devlin, EMEA General Manager of SAP Ariba left the business just before Easter. Devlin was a highly respected leader with a strong sales background and great passion for working closely with his customers. He was a key part of the growth of Ariba in Europe since the SAP acquisition and will be a significant loss to the business.

His move to Edenhouse keeps him firmly in the SAP Ecosystem and it will be interesting to see if they enter the Ariba market under his influence to supplement their strengths in SAP and specifically Success Factors.

However, the business has moved to restructure the sales function under new global leader Pat McCarthy who is highly regarded, particularly in the US. McCarthy reports into the President Barry Padgett who took over after Alex Atberger’s move to SAP Hybris at the end of 2017.

The excellent commercial team assembled by Devlin is part of his legacy to the business, and in former Emptoris stalwart Justin Sadler-Smith, the business has a very experienced leader in the UK. His background will make him the ideal person to leverage the huge potential of their partnership with IBM on cognitive procurement.

Justin’s boss Dean Pathak continues to lead Northern Europe with Patrick Hyati leading the southern half of the continent. Both have impressive teams including a newly appointed Sales Director in France.

In terms of consulting, implementation and customer success, there has been some senior level restructuring rewarding a number of high performers with bigger roles.

In summary, SAP Ariba looks as well set to attract and retain both enterprise and midmarket customers as ever despite the departure of Devlin.

Shares rise as Coupa hits profitability

There’s also a positive outlook at Coupa where they have reported a first quarterly profit and a healthy share price which is bucking trends in US markets weighed down by a potential trade war.

Diginomica reported that “Coupa announced a strong end to their fiscal 2018 as the spend management firm turned in its first non-GAAP quarterly profit of $884,000, on revenues up 41% year-on-year to $53.8 million. Subscription revenues were 46.6 million, up38% year-over-year and comprised 87% of total revenue.”

CEO Rob Bernshteyn commented: “From a financial perspective, just three short years ago, over 75% of our new subscription revenues came from our core procurement applications. But today, that figure is less than 50%, with more and more coming from expense management, invoice management, supplier information management, and a host of other key offerings.”

Coupa lost an established, well respected European leader in Alex Kleiner last year. Their European Marketing Director Carina Hoogeveen also left, following Alex to Apptus. Both have since left Apptus with Carina joining Icertis, the cloud based contract management business who have been hiring aggressively in the UK in past six months.

In our last report we covered the news that long time European GM Gerard Dahan had left Ivalua to join Determine last September. Ivalua moved to replace him with Franck Lehereux joining from JDA Software early in 2018.

Acquisitions & Mergers

There have also been significant changes in ownership in the sector, most notably Jaggaer’s acquisition of BravoSolution and what was effectively a reverse takeover of Perfect Commerce by Proactis.

It’s still relatively early days for both newly formed organisations. There were a number of departures at BravoSolution in the US shortly after the deal was announced but the European businesses are largely untouched so far in terms of headcount. Given Jaggaer’s relatively small presence in Europe prior to the deal, this seems sensible.

It will be interesting to observe if there is any further restructuring, redundancies or senior hires, and of course how they intend to align the various technology offerings now available in both
newly merged companies.

More recently Advanced Solutions acquired Science Warehouse for £16m as part of their ambitions to grow its portfolio of cloud based solutions. Science Warehouse has an established client base which is at its strongest in the UK public sector including the NHS and various Universities.

This article was originally published as part of our Spring 2018 Procurement and Spend Management Insider Report. To read the full report click here.

The Future of Procurement

This article is an excerpt from our Spring edition of The Procurement & Spend Management Insider.

At the recent eWorld event a number of the presentations attended by our team made reference to the issue of the procurement profession fighting to move on from the savings dominated agenda to make a meaningful contribution in the other areas that procurement leaders covet. This has long been a discussion topic at many procurement events. Regular readers of this report will know that Edbury Daley is passionate about working with clients who are committed to recruitment best practice. Our clearly stated philosophy is: We recruit for companies that need the best talent in procurement technology and spend management, companies that take their recruitment seriously and invest in finding the right people.

However, if we look at our own experience of when procurement departments formally drive the selection process for recruitment suppliers, a high percentage of tender processes are still completely tactical in their orientation. We believe many were poorly thought out and were clearly savings focused to the exclusion of any real opportunity to add value. There is a lot of talk about talent attraction as a priority in all the CPO surveys from the leading consultancies, but the reality is often different. This contrasts with our positive experience of working with technology companies offering procurement solutions.

Vendor management is also typically poor. Recruitment processes are often lacking agility and are rarely designed around talent attraction. The golden rules defined from our research are consistently broken by many major organisations. The reality is that it’s all about the savings for most companies. So in this section we consider three of the opportunities that exist for procurement to prove its value beyond cost savings and the skills required to do it.

They are:
1. Brexit
2. Procurement CSR
3. Technology & The Procurement Skill Set

BREXIT

At the recent eWorld event Andrew Daley chaired a discussion workshop entitled “Preparing for Brexit – Changing demands, skills and supply chains.” The session was fully subscribed with delegates from a wide variety of sectors. We expected a lively discussion about Brexit contingency planning across the audience. What we actually found was that most delegates worked for organisations who had done little or no planning, and were attending to find out what everyone else was doing. Their reasoning was perhaps best summarised by this: “We are taking our lead from politicians so we’re not sure what to plan for. We are likely to get a transition period, so we’ll deal with it then.” Thankfully there were some interesting contributions from those that have engaged in some meaningful contingency planning.

Labour mobility was the area that had received the most attention so far in this particular audience. One delegate from the biotechnology sector mentioned that 70% of his organisation’s labour are EU nationals. They are understandably concerned about this. His organisation is exploring what that will mean for their ability to manufacture and distribute post-Brexit. He also talked about EU funding post 2020 – that’s their other big concern as well as losing top scientific talent to EU member states. But not that there’s much the procurement and supply chain can do about that.

Another delegate from the FMCG sector made reference to a high percentage of semi-skilled EU labour in their operations being a major concern for them. A delegate from a major financial services company talked about them working to engage EU employees to promote greater loyalty in key parts of their customer services operation. The most comprehensive planning had been done by the aforementioned FMCG company and we were fortunate to have their procurement leader in the audience. He offered the following insights into their planning.

They had analysed the various different potential post-Brexit scenarios, weighing and ranking the options in terms of the likelihood. The options ranged from a U-turn seeing the UK stay in the EU, through to a hard, no deal Brexit where we crash out onto WTO regulations. They have ranked a free trade agreement after a transition period as the most likely option giving it a 50% likelihood. Their worst case scenario was a diamond hard Brexit which they ranked at 10% likelihood. It is that particular potential outcome that has been driving much of their contingency planning. Interestingly the procurement leader in question has been attending a number of supply chain conferences to research and assess the approach by companies facing similar challenges. He concluded that those with goods coming in from the EU to be sold in the UK are doing the most planning. One notable FMCG company supply chain leader had confided in him that their planning for a hard Brexit included moving their operations out of the UK. A common view from others went something like “it’s not a problem, we’ll just hold more stock,” but it was pointed out that if you haven’t done any planning how are you going to find that situation in 2019/20. The problem with waiting for the transition period is that you’ll be at the back of the queue for things like extra storage space and it will undoubtedly cost more given rising demand.

This is an opinion backed by commentary in recent articles in the CIPS magazine Supply Management which focuses on the likelihood of suppliers raising prices in response to the crippling cost of Brexit. One survey said that 32% of firms have already increased prices whilst another survey shows that 41% of respondents plan to increase their prices “to offset the potential costs of Brexit.” In another article entitled Analysis and preparation key to tackling Brexit Supply Management observes that Mark Chadwick, director of business services for consultants Fusion 21 said: “Although uncertainty caused by Brexit had made it harder for teams to control costs, early stage analysis would help businesses prepare for any circumstances.” He is quoted as saying: “Putting a lot of effort now into understanding the wider environment your suppliers are working in and what’s affecting them and what pressures they are facing will best prepare you for what you might be asked in the future.” “We found that if you don’t do that analysis and preparation you’re often going to find that you’re on the back foot and that you’re really starting to react to situations as they emerge rather than being proactive and trying to manage those situations.”

There is a different view of course. At eWorld Andrew Daley asked one experienced procurement practitioner in the audience, who has an established consulting business, what his clients were doing to prepare. He offered the view that many aren’t sure what they are planning for so why devote resources to it? For some, they view the transition period as an opportunity to make the necessary changes and many view the whole scenario as “Y2K again” as he put it. It was fascinating to hear the views of people working for companies taking a view at either end of the spectrum on this subject and it’s something we’ll continue to monitor through conversations across our network and by attending industry events. Our view is that Brexit offers a unique, once in a generation change which is likely to have huge impacts on international supply chains. It, therefore, offers both procurement and supply chain professionals an opportunity to have real influence in areas that go beyond savings. Why not take that opportunity to move procurement and supply chain up the boardroom agenda? We also asked the audience at eWorld if procurement professionals need to develop any new skills to deal with these changes, but we struggled to generate any meaningful contributions on the subject. We have been asking ourselves at what point in time will we start to see roles that focus on Brexit contingency planning.

If or when it does happen what skills will they require? The approach of our FMCG leader mentioned above is perhaps the most interesting example so far that of modelling the various scenarios, allocating resources accordingly and then researching and preparing to act. It should also be noted that this particular leader is attending as many professional events as he can to learn as much as possible from his peers and then passing this learning onto his team.

Is it time to get yourself to the next procurement or supply chain professional conference?

If you’d like to read the rest of this article you can download it here.

 

48 hours at the World Procurement Congress: what did it mean to me?

Blog Pic Procurement Leaders

My objective was twofold. Firstly, it was an investment in my education on our customers’ priorities. I was looking for a window into their world. What are the hot topics for CPOs and what are the solution providers doing to address those objectives? What does innovation look like in day-to-day terms, minus the acronyms and buzzwords?

Secondly, it was about extending our already mature network of procurement leaders. This is the foundation of our business and requires constant energy to keep our competitive advantage.

For those who haven’t attended the World Procurement Congress before the event is slick with a very high level of attention to detail. The delegate list is very strong in terms of seniority with around three quarters being ‘head of’.

Everything is geared around breaking the ice in the networking areas from a meet and greet app function to careful positioning of exhibitors stands to optimise opportunities to start a conversation.

From my observation it works. Between presentations there was a constant buzz of chatter with very few delegates hiding away on their phones. The meet and greet app is a great idea that just needs to gain traction through familiarity. Most people were happy just to go old school and offer a handshake and smile to start a conversation.

From the many headline presentations, panel discussions and roundtables I attended a clear theme emerged; how can procurement create value for their companies beyond savings and how can technology support that objective?

Examples of this included improving supplier relationships to encourage innovation, use of technology to increase supply chain visibility to address reputation of suppliers or using working capital solutions to improve the supplier’s financial health.

Times are changing quickly and even the trailblazers in change are still on unfinished journeys. They have great successes in innovation to report but know there is so much more to do.

I suspect that for many delegates in attendance their transformation has only just begun. The World Procurement Congress was a fantastic melting pot for the exchange of ideas, experiences and visions of what procurement could look like in the future.

The chasm separating companies from good candidates

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Some years ago our very own Peter Brophy wrote a couple of articles about the chasm separating companies from good candidates. In those articles Peter highlighted some areas where both organisations and the recruiters that represent them can improve the chances of finding the right candidate who has a good experience during the recruitment process.

There were two parts to this:

1 – The expectations and specification of the role (the new recruit)

2 – How we treat people during the process

We wouldn’t usually feature older content, but his comments are still very much relevant today. Both articles were published at the time on the Spend Matters UK/Europe website.

Read more at: Spend Matters UK/Europe – part 1

Read more at: Spend Matters UK/Europe – part 2

Confessions of a procurement recruitment specialist

Blog - Keyboard Edbury Daley

Back in 2014 Peter Brophy worked with Peter Smith and Nancy Clinton at SpendMatters.com on a two-part piece on best practice in recruitment with particular emphasis on the procurement market. It may be some time since it was written but it still makes fascinating reading.

Read more at: Spend Matters UK/Europe – part 1

Read more at: Spend Matters UK/Europe – part 2

Edbury Daley launches new Spend Management website

Blog - New Spend Management website

Edbury Daley is considered by many to be the leading specialist recruiter in the Spend Management sector. We have a long established presence in the UK market along with significant experience of recruiting on behalf of our clients across Europe, the US and Asia.

Our new website is designed to offer everything you need to know about the sector, whether it be as a hiring manager or with the emphasis on your own future career options.

We cover the latest industry news and jobs along with helpful advice on recruiting and looking for new career opportunities.

You can take a look at the new site here.

Recent successes in procurement technology

Blog - Recent successes in procurement technology

Edbury Daley is Europe’s leading specialist recruiter in procurement technology. If your business offers or uses spend management software anywhere in Europe we can help you.

We help our clients hire quality people to achieve their objectives faster.  We know the market intimately and understand the value of experience in this sector.

Some of the recent appointments we’ve made are listed below.  If you need to make similar hires then it’s time to talk to us.

The UK

Global Customer Engagement Executive – procurement technology best practice

Value Engineering Director – procurement technology-led transformation projects

UK Sales Director – market leading procurement solutions provider

Senior Pre-Sales Consultant – mid-tier spend management solutions provider

Customer Success Manager – supplier information management

Corporate Appointments

Procurement Data Lead

Head of P2P Transformation

Interim Program Manager – P2P transformation

Interim Spend Analysis Consultant

Europe

Value Engineering Directors – Spain, Italy, France & Netherlands

Country Sales Directors – Spain & France

Implementation Consultant – France

Other Regions

Senior Project Manager – South Africa

Value Engineering Director – Emirates

Current Work In Progress

European Business Development Director – procurement tech

Head of UK Sales – niche spend management platform

Implementation Project Manager – contract management solution

Sales Director France – procurement technology

Account Executive France – P2P solutions

Account Executive Nordics – spend management solutions

Value Realisation Director – procurement tech

Customer Engagement Manager – procurement solutions

Coupa & Ariba Transformation Consultants – leading consultancy

If you would like to understand more about how we make these appointments please contact Andrew Daley via andrew@edburydaley.com or Peter Brophy via peter@edburydaley.com

Andrew can also be contacted on +44 (0)7711 715258

Are poor recruitment processes holding you back?

Blog - Are poor recruitment processes holding you back

Many companies are pursuing significant growth plans involving greater headcount, but often the key constraining factor is the ability to hire and retain the skills and expertise needed.

How does your firm maximise your chances of recruiting the right person in a candidate scarce market?

To answer this question Edbury Daley has conducted some insightful research on the choice and implementation of recruitment and selection methods.

We have tested the impact of those choices on the success rate of a getting a quality candidate into the hiring business. Or to put it another way, is the selection process attracting or discouraging a potential employee?

The creation of talent pipelines and new employee engagement techniques are pushing the boundaries of traditional recruitment practice. The benefit of these methods is contingent on the conversion of the initial engagement into a hire.

They bring candidates to the start line of the interview, assessment and offer process. How a company interacts with the candidate from this point onwards determines whether they cross the finish line and join the hiring company.

Our survey has been designed to investigate this second stage of the recruitment process and provide data companies can use to improve their recruitment success rate.
Candidate facing, the questions were written to test attitudes and experience towards the mechanics of a typical corporate recruitment process. With companies investing heavily in cutting-edge talent attraction strategies, this survey is about what happens next; how candidates respond to companies’ selection procedures.

The data gathered can be used to formulate a robust framework for a recruitment process which all organisations can use to maximise their conversion of initial candidate interest into a high performing employee.

We hope you find it helpful!

Click Here To Download The Full Report

Case Study: Interim Management

The Brief

A niche procurement consultancy specialising in Category Management was working with a manufacturing client to affect a major transformation process in how it approached its indirect spend.  They needed experienced interim procurement professionals capable of engaging key stakeholders in important categories. Having worked with Edbury Daley in similar circumstances before, the consultancy recommended us to their client.

The Challenge

The company had a limited budget but needed to hire quality people on day rates to get the requisite experience into the business quickly. The company was based in a location that wasn’t known for the depth of local procurement talent and there was pressure to deliver savings and process improvements quickly. Added to this was the interim market was busy at the time meaning there wasn’t a lot of spare capacity.

The Solution

Edbury Daley utilised all their recruitment methods and sources to find suitable people who were available quickly. This included proven interim professionals used on previous projects and new candidates sourced through seeking recommendations from trusted network sources. In addition, new candidates sourced via online advertising campaigns were quickly and thoroughly vetted by Edbury Daley’s consultants and shortlisted appropriately.

The Result

Six interim professionals were hired in less than a month, all of them individually interviewed by Edbury Daley and the client to ensure they were of the desired standard.