1 / 9

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

evette
Download Presentation

SThree International Expansion Russell Clements CEO SThree PLC

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  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

More Related