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.”


Case Study: Contingency Search


Years of making business critical appointments for his clients has given Andrew Daley the experience, knowledge and network required to fill roles that other recruiters aren’t able to. There are a wide range of things that he does that make the difference for both recruiting companies and experienced professionals who seek his guidance when looking for their next career opportunity.

Here’s a simple but powerful example.

Andrew was invited by one of his customers to attend an industry event late in 2016 as a thank you for his contribution to their hiring efforts throughout that year. He was sat with a number of their customers, many of whom he had never met, and spent much of the evening answering their questions about hiring people and how to look for that next career opportunity.

Roughly six months later Andrew was contacted by one of the people he met that night. This person had decided to look for a new role and wanted some guidance on how to find a suitably attractive opportunity.

This person had a relatively rare skill set centred around maximising the use of spend management technology for a FTSE 100 business in areas like eProcurement, spend analytics and P2P. The issue he faced was that so few organisations were hiring for the exact skill set he offered, and he wasn’t sure if he would be able to make the transition to consulting or working in a client facing role for a solution provider.

Over the course of the next few months Andrew spoke to several organisations about this person. A lot of organisations said they would love to hire this skill set, but weren’t at a stage where they were advanced enough in their use of procurement technology to justify it.

Throughout this period Andrew kept in regular contact with the job seeker, updating them on what was going on in the market and discussing possible solutions to his desire to advance his career.

Late in 2017 a major procurement technology provider contacted Andrew with a challenging brief. They wanted to make two important hires into their customer success team. Critical factors for these appointments were the need to have experience of developing best practice in the use of procurement technology. They wanted to put people in front of their customers who could say: “I’ve been where you are, I understand where you want to get to, the challenges you will face, the business transformation required to achieve your objectives.”

Andrew’s first call about this role was to the aforementioned candidate because he immediately knew that person had the requisite skill set and would jump at the chance to go for this role.

The candidate is about to join the client – both parties are very happy with the outcome. The second role has also been filled with another person offering similar skills that the Edbury Daley team found through researching the appropriate talent pool.

What does this tell you about how Edbury Daley operates?

  • We network extensively across our target markets
  • We communicate regularly and effectively across our network to maintain a strong reputation
  • We build excellent working relationships, trust and confidence with key people
  • We’re able to find rare skill sets for our clients quickly and accurately
  • We put high quality, relevant people in front of our clients

Sharmina August joins Edbury Daley as Lead Research Consultant

Bog - Sharmina August joins Edbury Daley

Sharmina August is the latest addition to the team at Edbury Daley joining us as Lead Recruitment Researcher in September.

Shamina led the Service Excellence team at Sky before returning to education at Manchester Metropolitan University where she graduated with a 1st Class BSc. (Hons) in Sociology with Quantitative Methods.

She then attained a Distinction in her MSc. in Applied Quantitative Methods and conducted a fascinating range of research projects on behalf of various charities and private sector organisations as part of her studies.

In addition to her strong academic background and research expertise, Sharmina brings a passion for technology and process excellence to the Edbury Daley team.

She has already successfully contributed to three challenging recruitment assignments in the procurement technology sector with Andrew Daley, and is working closely with Peter Brophy on a Talent Mapping exercise for a FTSE 100 client.

Director, Andrew Daley commented “Sharmina has already made a valuable contribution to our Procurement Technology practice. Moving forward, she will play a key role in developing our capabilities in the Analytics and Big Data sectors utilising her strong academic and research background.”

Case Study: Executive Search

The Brief

To recruit a European Supply Chain Director for a Fortune 500 manufacturing company based at one of five offices located across Europe. The desired skill set included identifying a proven functional leader with experience of delivering major supply chain transformation across a multi-site business.

The Challenge

Researching five separate regional talent pools in France, Denmark, Germany, Italy and the UK, Edbury Daley needed to identify candidates with a very specific track record of driving successful business change. In addition, Edbury Daley also needed to act as brand ambassadors for a business with a low profile in Europe and coordinate a selection process involving multiple senior managers spread across Europe and America.

The Solution

In order to generate genuine interest in the position, Edbury Daley worked closely with the Regional HR Director and European VP of Operations to develop a compelling candidate “pitch”. There then followed a detailed search of each relevant geographical area for relevant candidates.

Once a shortlist was identified, Edbury Daley used online interviewing tools to record initial interviews enabling all senior managers in the recruiting process to assess the candidates. Final stage interviews were organised for all relevant candidates in one location by Edbury Daley, enabling multiple senior managers to access the process.

The Result

An outstanding candidate was appointed in Italy and a very strong back up candidate was available in Germany had the preferred candidate not accepted the offer for any reason. Edbury Daley worked closely with the client to design a solution and process geared towards their specific business criteria and desired outcome. Using all their experience and knowledge of the market to assemble an outstanding shortlist of candidates, Edbury Daley managed the process in a manner that maximised the probability of the desired outcome.

Top 20 client survey reveals honesty is the best policy

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The results of a recent survey that we’ve undertaken with our top 20 clients operating in the global technology procurement and spend management sectors, has revealed that trust and honesty are the most important factors when it comes to selecting a recruitment partner.

The survey asked respondents to rank certain factors on a scale of 1 to 10, with 10 being extremely important. Trust and honesty received a weighted average response of 9.87, while the other factors completing the top five most important included advice on specific candidates (8.80), value for money (8.80), breath of industry network (8.60) and candidate management and closing (8.20).

50% of respondents identified Competitor Staff Mapping & Analysis and Bespoke Salary Research for Benchmarking Purposes as other recruitment services they would like to see us offer.

When asked what we could do to improve our service, responses included “put more information about candidates across on LinkedIn”, “increase search and pre-selection of procurement candidates from our specific industry”and “keep understanding our priorities”.

When asked to select what difference we made to their business, 57% responded “finds candidates that others can’t”and “has wider knowledge of the procurement technology market”, while 50% answered “makes me aware of candidates coming to market”and “sells our business effectively to candidates as an employer of choice”.

100% of respondents are likely to engage with us again with 60% extremely likely while 100% are likely to recommend the company to others with 65% extremely likely.

Commenting on the results of the survey, Andrew Daley, director at Edbury Daley says: “This is fantastic feedback and we’re delighted with the results, but we know there is always work to be done on further improving our service and offerings. One of the objectives of the survey was to identify areas where we could improve and we’ll be working hard to make progress on the areas highlighted.

“We are really pleased that our clients place so much importance on trust and honesty, especially as these values are the foundations of our business. But we won’t be resting on our laurels.”

For a copy of the full survey report please contact Andrew Daley.

How we make a difference to your hiring

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We reject the traditional high pressure recruitment agency approach that has been unpopular for so long favouring long term credibility over short term commercial gain. We are professional consultants in executive recruitment and truly make a difference to your hiring.

To show you how we make a difference we’ve put together our Edbury Daley Difference Diagram.

Salary and bonus trends in the Procurement Technology Solutions sector

Blog - Keyboard Procurement Technology

We’ve observed significant growth in salaries in these sectors in the past three years and we’ve attributed much of that to the supply and demand equation in markets characterised by skills shortages.

However in the final quarter of 2016 we started to notice some changes of mentality in the market as some organisations responded to the climate of political and economic uncertainty.     

Given our extensive network in these sectors we are uniquely well placed to research this subject and spent part of January 2017 questioning business leaders in our network about their approach to end of year pay reviews, basic salary and bonus differentials.  We specifically asked if Brexit, Trump or any other factors had a tangible impact on their decision making.

We have received an interesting range of responses to the question “has the current economic climate had any impact on your decision making around salaries and bonuses for 2017?”  Here are a selection of the responses that reflect the overall picture:

Spend Management Technology

Several cases here which demonstrate the range of performance across the sector:

Case 1: Spend Analytics Company

“We are doing really well so growth is very much on the agenda and there has been no real Brexit impact on our sales.  However our overseas salary costs for the team have gone up because of the weakness in the poundso we are looking at reshoring some of that team.

What has changed is thatwe are giving relatively small pay rises (in line with inflation and no more generally) but offering the opportunity to earn more through better bonus schemes. We are moving away from purely annual to monthly, quarterly and yearly bonuses, the first two of which are based on personal and the yearly is based on company performance.  This has two benefits – it mitigates against the rising salary costs and it encourages certain key behaviours that we want to develop.

So in summary the Brexit impact has increased our salary costs due to weakness of pound and led to realignment of fixed versus variable remuneration.”

Case 2: Mid Tier Spend Management Company – UK focused

“We haven’t experienced any real change as yet, we think it’s more likely next year.  We’ve had a great year so most people have got 100% of bonus capability. There are pay reviews to come,  so any early signs in 2017 maybe factored in but no specific concerns as yet.”

Case 3: Mid Tier Spend Management Company – International

“We missed several key targets last year, largely because we had to address some issues with our product, so pay rises weren’t really on the agenda anyway, but there has still been a tangible shift towards greater bonuses to keep sales people motivatedwithout exposing the business to higher basic salaries.

Client retention is at the top of our agenda, so we are heavily bonused for that.”

Case 4: European arm of a US owned Spend Management Company

“Nothing has been announced in terms of any official policy, however its noticeable that the payment of ad hoc bonuses has increased for high performers whilst base salaries have stayed the same.”

Case 5: Mid Tier Spend Management Company – UK focused

We’ve made a small number of redundancies because it’s clear that P2P deals aren’t progressing through the pipeline the way they were a year or so back. Analytics and invoicing are our strongest areas currently. Also professional services is doing quite well which suggests customers are sweating what they’ve got rather than going to market for new technology. We also saw signs of declining overall investment in 2016.”  However this company hasn’t materially altered it’s approach to salaries.

Further Anecdotal Evidence

We know from our conversations with business leaders and established sales people that the bigger players are enjoying really healthy growth, and several of the sales people are earning impressive bonuses based on exceeding ambitious sales targets.

The market leaders continue to hire aggressively across Europe, both from direct competitors and other neighbouring sectors suggesting they remain bullish about their growth prospects.

On balance we believe the sector remains in rude health as companies with a strong product offering and clear go to market strategy continue to thrive.  That said, there is clear evidence of keeping costs under control and a greater desire to retain staff through better performance related pay rather than big increases in fixed pay.

Procurement Consulting

Big multi-disciplinary consultancies have, in our opinion, been falling behind on salary and particularly bonus numbers for some time now but continue to command a lot of loyalty from their staff. However it’s increasingly difficult for them to hire externally at Senior Consultant, Manager and Senior Manager grades because many other consultancies and corporates are paying better salaries.

Furthermore in procurement technology consulting some of the smaller niche players  are consistently winning projects against bigger consulting players on the strength of greater expertise and agility combined with lower costs, so this is something they have to contend with.

One of our regular niche consulting customers in the technology sector told us:

We had a really good year in 2016 and our pipeline is as strong as ever so there’s no need for us to factor any wider concerns into our salary and bonus decisions at this stage.  Our business has a nice spread across Europe, so we expect to be insulated from Brexit.  Also we’re not really involved in the US so we can’t see any direct impact from Trump at the moment.

A concern for this type of organisation is that their staff are being targeted by the bigger consultancies so staff retention is a key driver. Thankfully they are in a position where they can reward their staff well which often makes them unaffordable for the bigger consultancies who have rigid salary bands.


How well is procurement equipped to deal with this economic uncertainty?

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Starting with the EU referendum decision last year, how many of us have witnessed such a combination of global economic and political events which have created such high levels of business uncertainty.

Very few of us have ever experienced a situation like this in our business lives, yet many people from the procurement and supply chain professions believe it will fall on them to manage the inherent risk and navigate their organisations through it.

As we’ve asked in previous editions of our quarterly report on the procurement job market, do the skills exist in the profession to get this right?

It’s a question we’ve asked in the past about the implementation and use of spend management tools and now we ask it again about supply chain risk, currency hedging and all the associated considerations.

One potential source of comfort is the increasing power of technology to help organisations manage the aforementioned risk in their supply chains.  For example, the latest generation of the Ariba solution will enable organisations to dig deeper into their supply chains providing all sorts of benefits.

Again the challenge is to find people with the knowledge and/or experience to really harness the power of these solutions.

Some of these issues were highlighted in the Recent Deloitte CPO Study. In our opinion, this is one the foremost research studies for the procurement sector and several of their findings tie in with our comments above.  Most notably Deloitte flag the following:

  • The growing importance of risk management as a procurement priority
  • 60% of procurement leaders do not believe they have the internal capabilities to deliver on their vision
  • Talent: Whilst there is an increased requirement for leadership and digital skills there is limited change in the investment or approach to close the talent gap. With improvements in technology enabling automation, the skills of the past will not deliver the needs of the future– organisations should look to attract and develop the next generation of procurement leaders who will act as innovators, challengers, and digitally minded-thinkers.

“The skills of the past will not deliver the future” as Deloitte put it is a message we have been conscious of for some time.  The profession needs to grasp this message, invest in training and development if its to continue to thrive in an ever changing world.

At Edbury Daley we work with companies who need to hire professionals with experience of leading edge technology solutions and the more advanced procurement and supply chain skills we refer to above.  As a result of this work and our regular research, we know where to find and how to engage the best people in these areas in conversations about potential career moves.


Case Study: Recruiting in Mexico City

Blog - Mexico City


International Banking Group


Category Manager, Latin America region


The client needed to make a vital appointment for a key area of indirect spend as part of their transformation project to develop a truly international procurement capability.

The role had been vacant for several months and was becoming an urgent requirement despite the best efforts of local agencies and the in house recruitment/HR teams.  The UK based hiring manager needed some fresh impetus in the process, ideally in the form of stronger candidates to consider and discussed the problem with us.

Despite us never having worked on roles in Mexico before, we were very confident that we would identify the most relevant candidates in the area quickly based on our previous success in other new locations and the transferability of our core recruitment methods.

Our Approach

Edbury Daley’s Head of Research, Raluca Pirvu ( an experienced international recruiter who is fluent in four languages) then worked closely with Andrew Daley to quickly assess the local talent pool and define a suitable strategy to identify and target the most relevant candidates for the role in question.

Our process included the following tools and techniques:

  • Conducted an initial assessment of the local talent pool using our global database and online research tools.
  • Using our in depth knowledge of the best international sourcing teams, we identified several target organisations to prioritise as part of our research for suitable candidates.
  • We spoke to trusted contacts in our existing network to seek recommendations and local market knowledge. e.g. our contacts in North America recommended current and former colleagues in South America.
  • We researched the cultural differences in the local recruitment market to understand how best to approach the most relevant candidates.
  • We prioritised six stand out candidates and engaged with them via e mail in the first instance due to the time differences.  We also approached four additional candidates with very relevant experience.
  • Any candidates that didn’t respond to our initial communication were followed up within 48 hours and where necessary a third time 48 hours later, resulting in all ten responding to our approaches.
  • Video and telephone interviews were arranged with the best candidates to assess their suitability, affordability and interest in the role.
  • All the relevant information was passed to the UK based hiring manager and local HR teams for them to assess and decide who they wished to prioritise for interviews.
  • We then liased with the clients HR team throughout the recruitment process providing the same level of support that we do with all of our work, in order to maximise the likelihood of the chosen candidate accepting our client’s offer of employment.

The successful candidate is now working her notice period before joining our client and her feedback on the guidance and support we provided to her is the source of great professional pride to our team here.

The key reasons why we have delivered effectively for our client on this and many other similar projects is that we know our markets intimately, we research any new geographical areas thoroughly, and then apply our tried and tested recruitment processes using all of our skill, tenacity and experience.