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Managing Director Real Estate and Infrastructure
As a long-term partner to the firm, we were instructed to identify the P&L owner for their regional real estate and infrastructure business. Following a short period in which the business acknowledged that they had been far too internally focused, they were seeking a strategic leader who would resonate with the market, and also unify and drive their internal headcount in the region. The role holder would have a mandate to better diversify the business, in order to achieve an ambitious growth target of 40% revenue increase in a 3-year timeframe.
Our original brief was to targets individuals with a pure bias towards real estate. However, it quickly became clear from our early market discussions that the view was our client was close to saturation point in the real estate market space in the region. We quickly fed this market feedback into our client during one of our early project review calls. Off the back of this session, an agreed focus was placed on attracting individuals that would be credible in real estate, but could add expertise and client connectivity in infrastructure and access decision makers in sectors that our client had little or no footprint.
Following a pacey but detailed interview process, our client selected to hire their lead and an individual in a role supporting with a greater operational bias. Our client had also sought to achieve a diverse shortlist, which we were able to provide, as well as positioning a potential opportunity to acquire a small firm