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Author: SRM Recruitment

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Recruitment Agencies: who to use and why?

So you've recently decided to look for a new job - you've got a great CV, perfect LinkedIn profile and fully utilised your professional network - you won’t need to use a recruitment agency, surely?

Well, maybe not. However, the vast majority of hiring firms will still use outside assistance for most levels of recruitment, and this means you will more than likely need to apply for a role through a recruitment agency at some point.

As a result, before you just randomly send your CV to any old recruitment firm, it is best to think through which agencies you engage with and why.

Which agencies to engage with? 

This choice tends to come down to what stage you have reached in your career so far, so make sure you approach the right type of firm:

Establishment stage – engage with the bigger, larger established recruitment brands. They tend to work with larger PLC businesses and have the reach to offer more choice whilst you gain experience.

Growth to leadership – depending on the salary range (some firms can be fixed on this), we recommend you engage with a mixture of larger recruitment firms and boutique agencies (like us) who build long-term relationships for senior hires.

Board level – depending on salary, we recommend you engage with a mixture of the boutique recruitment firms and the established 'SHREK' (an acronym referring to the five largest and arguably most prestigious) executive search firms.

How many agencies to engage with?

The number of recruitment agencies you engage with for your job search will also depend on what stage of your career you have reached:

Establishment stage – 2 -3 good recruitment firms should be enough. Their scale and reach in this marketplace tends to be strong and should give you everything you need.

Growth to leadership and board level – whilst this sounds counter-intuitive, you should be speaking to 10-15 search firms. Roles at this level will almost certainly be exclusive or retained with a single recruitment agency. As a result, you need to build more relationships with more agencies so as not to miss out on that perfect role.

Spend time and do your research

For a successful job search, search firms should still be a core aspect of your approach. As with everything when it comes to seeking that next career move, spending time on understanding who can help you is really important. Do your research and speak to more recruiters if you aren’t getting what you expect. 

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Professional Network: What is it and how best to utilise it?

people networking

So you've just started your job search and the one thing you hear over and over again is: "make sure you speak to your network"!

But what does this actually mean? You may be like the vast majority of the market who don’t regularly network.  You're just too busy with work and family life, and that's fine. But fear not, you’ll actually have more of a network than you think. And using your network is incredibly important when it comes to finding and securing that all important next career move. 

These are the two main networks you should use to facilitate your search: 

1. Traditional network

This will consist of former colleagues and bosses. Whilst not the furthest reaching of networks (as it depends mostly on them having the right job at the right time), it is still important to have other people know that you are on the hunt for a new role. So tell them! You just never know who might know of someone hiring at your level and can recommend you. 

2. Professional network

This is the most important network to make aware that you're on the lookout for a new role. But what is this network? Think of professional advisors (audit partners, lawyers, corporate finance advisors or managing consultants) you have worked with. Their job entails a lot of business development and meeting people in similar industries. They will know more and be a position to mention your availability more than you think. An introduction or recommendation from a trusted advisor carries a lot of weight, so make sure you make the most of these people in your network - keep them informed if you're on the lookout for a new challenge.

Utilise all your networks to your advantage

The more people who know you are looking for a new role, the more opportunities that will come to you. So where possible, use both your traditional and professional networks to your advantage. The world can work in mysterious ways, so do not be afraid to utilise that professionally.

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LinkedIn: is it as important as your CV?

LinkedIn and CV

The job market changes all the time, but there was a point in 2018 when we had a miniature big bang moment: LinkedIn adding the 'open to work' banner. This allowed you to signal to the world that you are actively looking and thus making it easier to for potential employers to find you. Think of it as LinkedIn’s Tinder-fication moment.

But other than the added reach, what does it all really mean when getting ready to start your job search? This article will outline why LinkedIn is fast becoming as important as your CV.

Who is looking at you on LinkedIn?

In short, a lot of people! LinkedIn puts the number at 1 billion globally and around 35 million in the UK alone. Now obviously not all of these people are relevant to you finding your next role, however, 97% of talent professionals (agency recruiters or in-house talent teams) will use LinkedIn everyday for candidate searches. This is a “passive” route to market which, if prepped properly, will increases your chances of finding the perfect role.

How to think about your LinkedIn profile

Essentially, you need to think of it like your CV, but with an added focus on keywords. Why? Well, this comes down to what LinkedIn is. It is to all intents and purposes a huge database, and searchable keywords means you are much more likely to be found.

Open to work – yes or no?

Quite simply: YES.

To reassure new people to the job market, LinkedIn has a built in feature meaning people from the same organisation can’t see if you have switched on the 'Open to Work' banner. 

Format

This should essentially be the same as your CV.  We've another helpful article on just that, which you can access here. 

The differences to be aware of:

Contact details - it's your choice over whether you include contact details on LinkedIn. As long as you regularly check your Inmail, then adding personal contact details to a public forum isn’t needed. However, if you are comfortable with people contacting you directly then you may get more traction by adding them. It ultimately depends on how you wish to be approached.

Qualifications – these should be listed under the 'Education' section. There will be an option under “schools” to find the relevant professional qualification.

Key skills check boxes – when filling out your experience in each of your roles you will be given the chance by LinkedIn to check a number of key skills boxes. Whilst this speeds up the process and makes sure you are hitting the “keyword quota”, it doesn’t tell your story well. By all means use this tool, but make sure to include details on your Responsibilities and Achievements for each role. 

Recommendations – view these as publicly visible references. Two or three will give your profile added weight when people are reviewing it.

Conclusion

Be sure to give LinkedIn the time it deserves. Given its ability to help attract opportunities to you, it is as important (if not more) than the traditional CV. Do not be afraid to put the majority of your recent CV experience directly on to your LinkedIn profile.

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How to make your CV impactful in an ever more competitive job market

CV: The bastion of the job search, the document that opens the doors, but is it still relevant?

You see lots of missives on the death of the CV, turning experience into ever fancier documents, slides, decks etc etc. The answer; your CV is still extremely relevant and spending time on it is one of the most important things you will do in prepping for your job search.

How to think about your CV.

Format:

Your CV should first of all include all the necessary core information (see below for more details) followed by your experience (in chronological order) with the most focus on your most recent job, tapering off towards your earlier career. Your latest job is the most relevant to your next role, so put the most detail into that.

Length:

I’m a firm believer that all relevant experience should be on the document, meaning the traditional two-pager isn’t always achievable. However, if you taper the amount of detail as you get further back in your career then you will genuinely keep your CV to a sensible length.

Core information:

The basics – name, contact details (you’ll be surprised in the digital world how many people leave off a contact number), relevant educational stages (professional qualifications etc.) and a list of relevant IT systems used. After your experience, be sure to include a section on your interests - think about these and make them thoughtful.

Added extras – a summary (one sentence or a couple of bullet points, max) on your key skills gained during your career. These could be a brief mix of technical and softer skills. This shouldn’t replace specific job experience, but be more of a brief overview.

The main body: the job experience

In this section, it is important to think about your experience through a particular prism. What is your next employer looking for? A good analogy to use is; your CV is an answer to the questions set by the job description. The employer will have spent time putting together a job description - rightly or wrongly both the line manager and any third parties (internal talent teams, recruitment agencies etc.) will use this to judge you against the competition. The more your CV positively answers the job description, the more likely you are to get an interview.

Now ideally you would have the time to tweak your CV for every single application you make, but we are all aware that time is short so having a more focused generic CV is important. How do you achieve this?

  • Keywords – each job you are trying to obtain will have core keywords no matter which business it is with. These tend to be in the main “responsibilities” section of the job description. Use them in your CV where possible - it sounds like painting by numbers but remember not everyone that sees your CV will be an expert in your field. Some will be looking at your type of experience for the first time, so make it obvious! 
  • Responsibilities Vs Achievements – having read the first point, you may feel that a list of responsibilities is enough to get that interview. It isn’t. The responsibilities section will give the employer the confidence you can technically do the job. However, the achievements section will then give you the opportunity to expand on how you have used your skills to go above and beyond, thus making you stand out from other applicants. 

In summary: 

    • Responsibilities: short bullet points mirroring job description focus.
    • Achievements: longer bullet points expanding on your relevant skills.

Conclusion

Your CV is a marketing tool to enable you to meet the business you would like to work for. This means you have to objectively look at in this light. Putting yourself in the shoes of potential hiring managers will focus the mind on skills that stand out, not those that are too specific to your current or most recent role.

Above all else, enjoy the process, engage with it and ultimately be proud of what you have achieved to this point.

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4 Essential Things Senior Finance Leaders Should Consider Before Initiating A Career Move

Background: Buy-backs and why you should avoid them

Buy-back: when an employer offers a resigning employee more money in an attempt to get them to stay.

LinkedIn and the recruitment industry as a whole, sadly, is awash with advice on how to manage a “buy-back” situation. The majority of this advice has been done to death and often features, largely made-up, statistics around how many candidates will go on to look for a job once they’ve accepted a buy-back. Granted; at the CFO level, due to the nuance involved in it, these numbers are far fewer. There is an old quote that says ‘73.6% Of All Statistics Are Made Up on the spot’ – often because it serves the narrative at hand.

But what all of this advice fails to address is that on a basic level, buy-backs are not good and they are something you should want to avoid in the first place. Of course, it’s flattering to receive a buy-back when you hand in your resignation, and why shouldn’t you receive one; after all you’re a great employee! But it should never reach the point where it’s actively being considered - if you’ve gone through the steps we’ve outlined below, you’ll know that the decision you’ve taken to leave is the right one and you won’t be swayed by guilt/loyalty/more money [delete as appropriate] into staying. 

Important things to consider before you start looking for a job

From SRM Search’s perspective, there are several measures that CFOs and senior finance professionals can take before they consider initiating a search. From our own experience in early conversations we may have with a Finance Director or a CFO, as much as 15% of them will re-evaluate a career move in some form once we’ve discussed these points with them.

So here are a few areas to evaluate before an external search is even initiated, and by initiate we mean the sharing of a CV with a recruiter/search firm or applying to an external role. Our advice is that the following is treated almost as a “flow chart”. Across this we’d clearly recommend that a dialogue is initiated with your current line manager (where appropriate of course), but before that, you should consider the following four key areas:

  1. Assess your current role/responsibilities and challenges

Frustrations with our current roles can often be short-term. Critiquing your current role and assessing whether you can expand your responsibilities or make adjustments is an important step in career growth. Before deciding to leave your current job or seek new opportunities, it’s worth considering how you can enhance your current role to better align with your goals and satisfaction. Consider:

  • What you enjoy most about it and what the medium-term horizon is for this changing? If your company is expanding or making acquisitions, for example, clearly there is scope here for things changing (hopefully for the better).
  • What are your frustrations and how practically can these be addressed? An obvious example here at the mid-levels of the finance profession may be down to pay. In a tight labour market, as we have in the UK, you may be surprised how open your direct line manager may be to discuss how this might be addressed.
  • Be solution-oriented: when considering potential changes/amendments to your role or a desire for a promotion, focus on solutions that address both your needs and your current businesses needs or goals. For example, propose how expanding your responsibilities can help achieve key business objectives or improve efficiencies.
  • What is the wish list of development areas you feel you need? Perhaps having spent some time speaking with your external professional network can determine or influence how likely you can address this by making a move to another business.
  • On the basis that you decide there is further professional development or experience that can be gained from your current role, establish some set goals; how are you going to measure this and devise a timetable to work towards.
  1. Speak to your professional network

Speak to your professional network outside of your current organisation (separate to a search firm). This could even be as binary as writing a list of people that will speak for you, and who would be “useful” for you. In isolation this is a very worthwhile exercise anyway. These contacts are likely to be brokers (for CFOs), professional advisors such as lawyers, corporate finance contacts and audit partners. For candidates below, say, FC level, this could be your cohort from time in practice, if you are an ACA.

We appreciate completely that not all are practical and it’s clear that you cannot risk conflicts of interests. We would suggest that when looked at forensically, your list will be longer than you’d have envisaged. Asking for advice around the market but also feedback about your engagement in a professional capacity can often lead to some interesting discussions and may shape how you view something externally. Our advice would be always to start here following your evaluation on your role, as outlined above.

  1. Utilise Professional Network Communities

The rise of professional network communities has significantly transformed the way passive and uncertain job seekers explore new opportunities. The "Instagrammification" of LinkedIn has unquestionably made accessing these networks more accessible and personal.

One standout example is the NOVA Community, a network of over 500 senior female leaders who come together to collaborate, share experiences, and engage in meaningful conversations. This community exemplifies the power of professional networks that blend online interaction with offline connections. Members can discuss challenges, celebrate successes, and provide advice, offer/receive mentoring in a judgment-free space. Historically groups similar to NOVA were only focussed on the CFO end of the market, and this has certainly changed. In NOVA’s example, they offer an FC level cohort and a “just market curious” board.

  1. Consider a career coach

A coach isn’t needed in all situations or levels, but technology has made career coaching more accessible through online platforms like BetterUp, Coach.me, and LinkedIn's career services. These platforms allow professionals to connect with coaches remotely, making it easier to access coaching regardless of location.

Career coaching is no longer seen as a service only for executives or those in crisis. It has become a mainstream tool for continuous professional development. More organisations are offering coaching services to employees as part of their benefits packages, recognising the value of coaching in employee retention, development, and satisfaction. Utilising a coach may give you a fresh perspective and operational adjustments that may benefit your current role.

Should you stay or should you go?

Much of the above may be measures that you have taken in the past when considering a career move. Broadly speaking, we do tend to see many candidates overlooking the first point when considering if it’s time for a move and this can, especially at the CFO level, often be the most fruitful source of ideas and support when it comes to the early stages in considering a move from the role you are in currently.

All of the above are routes to consider for either the very passive seeker of a new role or perhaps someone who is in the very early stages of initiating a job search. Ultimately, when the transition to a more active search occurs, the majority of the above should absolutely still be a facet of a rounded and all-encompassing search. In many cases it may be that you decide that, whatever the reason, it may not be the right time for you to move.  But when you do decide it’s your time to initiate that search, we’re here to help.

We’re here to help

If you’re a CFO or senior finance professional who has decided now is the right time to move, please contact me, Richard Boyd, on richardboyd@srmrecruitment.com or call +44 7376 497285

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The European Patent Court: Evaluating Its Impact Since Inception

The European Patent Court (EPC) has emerged as a pivotal institution in the landscape of intellectual property rights within Europe. Officially launched in 2023, this specialised court aims to streamline patent litigation across member states, enhancing consistency and efficiency in patent enforcement. We assess the impact of the EPC since its inception, including looking at several key areas of progress and challenges.

Establishing a unified patent system

One of the primary goals of the EPC is to support the Unitary Patent system, which allows inventors to obtain a single patent that is enforceable across multiple European Union (EU) member states. This system significantly reduces the administrative burden and costs associated with securing patent protection in multiple jurisdictions. By centralising patent litigation, the EPC aims to eliminate the disparities in patent enforcement that previously existed due to varied national legal frameworks.

Enhanced legal certainty and efficiency

The EPC has already demonstrated its potential to provide greater legal certainty for patent holders and third parties alike. The court's specialised nature ensures that cases are handled by judges with specific expertise in patent law, leading to more informed and consistent rulings. This expertise is critical in complex technological disputes where nuanced understanding of the subject matter is essential.

Moreover, the centralised nature of the EPC helps avoid the risk of conflicting decisions from different national courts. Prior to the EPC, a patent holder might face multiple litigations in different countries with potentially different outcomes. The EPC mitigates this risk, offering a single forum for patent disputes that applies uniform standards across the participating states.

Economic and competitive advantages

From an economic perspective, the EPC offers significant benefits to businesses operating within Europe. The reduction in litigation costs and the simplification of legal processes make it easier for companies, particularly small and medium-sized enterprises (SMEs), to protect their innovations. This enhanced protection fosters a more favourable environment for research and development, encouraging investment in new technologies and bolstering Europe's competitive edge in the global market.

Early challenges and criticisms

Despite these advantages, the EPC has faced several challenges in its early stages. One significant issue has been the slow pace of ratification by some EU member states. While key countries such as Germany and France have ratified the agreement, others have been slower to adopt, limiting the court's reach and effectiveness.

Additionally, there are concerns regarding the court's accessibility for smaller businesses. While the EPC aims to reduce costs overall, some critics argue that the initial costs and procedural complexities may still be prohibitive for SMEs. Ensuring that the court remains accessible to all inventors, regardless of their size, will be crucial for its long-term success.

Looking ahead: future prospects

The future of the EPC looks promising as more member states complete their ratification processes and the court's mechanisms become more refined. Continued efforts to simplify procedures and reduce costs will be vital in making the EPC a truly accessible and effective institution for all European innovators.

Moreover, as the court builds a body of case law, its role in shaping European patent jurisprudence will become increasingly significant. This developing jurisprudence will not only provide clarity and predictability for businesses but also set precedents that can influence patent law beyond Europe.

Conclusion

Since its inception, the European Patent Court has made considerable strides in transforming patent litigation in Europe. By centralising and harmonising the enforcement of patent rights, it offers enhanced legal certainty, efficiency, and economic benefits.

However, the court must continue to address challenges related to accessibility and the pace of member state participation to fully realise its potential. As the EPC evolves, it promises to be a cornerstone of Europe's innovation ecosystem, fostering a more dynamic and competitive market for technological advancements.

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Bradley Chilvers joins SRM to focus on part-qualified and transactional finance hires

Brad Chilvers

We’re delighted to welcome Bradley Chilvers to SRM Recruitment as a Senior Consultant in our finance recruitment division, focusing on part-qualified and transactional finance hires. Bradley tells us about the roles he’ll be working on, what prompted his move to SRM, and his advice for candidates and clients.

Tell us about yourself?

Travel is a big passion of mine. I was luckily enough to take some time off in 2023 to travel Thailand & Vietnam, if you haven’t been you have to go! Usually, I’ll be tucked into a juicy Netflix series or on the golf course, desperately trying to lower my abysmal handicap whilst strolling around wondering why I ever picked it up in the first place!

Tell us about your career to date?

I started my recruitment career in 2017, after a two-year apprenticeship in estate agency. Over the years, I have always had a focus on finance recruitment, ranging from qualified to PQ/transactional roles across the permanent and interim markets. I’m now positioned solely within the PQ & transactional market, diving myself into permanent and interim needs.

What prompted your move to SRM?

After working for a larger agency for many years, I felt like there was a better way to consult clients and candidates whilst having the autonomy to build out my desk as I see fit. SRM has ticked those boxes!

What was it that appealed to you about working for SRM?

SRM believe in being real consultants, not salespeople, which really resonated with my core values. I’m in a business that truly cares about the candidate journey and the client service – if we can’t directly help, we will be happy to give you some free advice. For my own development too, working with hands-on, passionate founders and directors will greatly help me improve my own career and help me grow as a professional.

Tell us about the roles you’ll be working on?

I’ll be working with PQ candidates for financial reporting, financial controls, payroll, and transactional teams across all sectors within the Northern Home Counties.

What do hiring managers and job seekers like about working with you?

My honest approach. If I cannot help you, I will tell you. I’m not too proud to pass your details onto one of my contacts if they are better positioned to assist with your job search! For my clients, no two are the same, I take time to build effect relationships with businesses to ensure I understand the company, position, and team-culture – making my clients hiring process as stress free as possible.

What’s your top piece of advice for hiring managers right now?

Your hiring process will set your company’s first impression with candidates. Communicate effectively during your hiring process and set expectations on timelines.

What’s your top piece of advice for candidates right now?

We operate within an ever-changing sector and automation is a common theme. Be adaptable and take the time to learn & develop your systems skills.

Get in touch:

Need help to hire or finding your next PQ/transactional finance role in the home counties? Contact Bradley on bradleychilvers@srmrecruitment.com or call +44 7398 766803. You can also connect with him on LinkedIn here

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The Future of Litigation Funding

Litigation funding in the UK
Litigation funding in the UK
By Jonathan Smyth, Senior Legal Recruitment Consultant

With the government set to commission a review into third-party litigation funding and the possibility of regulating this space, the future of how disputes are funded in the UK could face seismic change. The PACCAR decision of July 2023 effectively ruled that many existing LFAs are, in essence, unenforceable.

Legalfutures.co.uk noted that the issue had been debated in the House of Lords earlier this month, Conservative peer Lord Hodgson noting his concern about the amount of damages funders took, their control over cases and claimants’ exposure to costs, and noted how much the industry had grown since then.

“Another important development is the emergence of sovereign wealth funds in funding class actions…these might well be undertaken for commercial not monetary gain. Consider if a sovereign wealth fund – say a Chinese sovereign wealth fund – engineered a class action against a UK high-tech company: it might be seeking not financial reward but to impede the company’s developments, to upset its reputation or, if it is lucky, as the proceedings go on, to get access to some of the technology within the company.”

The debate is particularly relevant given the recent publicity given to the Post Office Horizon scandal and the significant positive impact that third-party litigation funding had on behalf of the affected postmasters, referenced by Nadim Zahawi in his recent City A.M. article, arguing that the possibility of over-regulation of this area risks making this course of action “unavailable to other unfairly maligned groups who may need to seek justice in the future.”

In practice, this review could not only mean a significant change to future funding arrangements, but also the need to review and possibly renegotiate existing agreements. Nicola Henshall at NRF notes that “in many cases, the funded party will need further investment to continue the proceedings, and it will be in both the provider and the recipients’ interests to find a workable solution. However, reopening negotiations may have detrimental consequences for one side or the other.”

Legislation is expected to be forthcoming to provide greater clarity on the future of third-party litigation funding, however, with no set timeline for this, funders and parties face an uncertain period as to whether or not any judgement awarded may be possibly affected by any potentially retroactive statute.

Get in touch:

Need help with your legal recruitment or to find your next role? Contact Jonathan Smyth on jonathansmyth@srmrecruitment.com or 07957 986390.

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Danny Savino joins SRM to focus on finance hires within the Northern Home Counties

We’re delighted to welcome Danny Savino to SRM Recruitment as a Regional Manager in our Finance recruitment division. Danny tells us about his career to date, what appealed to him about working for SRM, his remit in his new role and his advice for candidate and clients. 

Tell us about your career to date? 

In 1996, I embarked on an exciting path in the recruitment industry. Since then, I’ve been at the forefront, steering successful and dynamic recruitment teams across various domains. My leadership has spanned diverse areas, including sales & marketing, technology and business support. In the last 10 years, I’ve delved into the intricate world of accountancy & finance recruitment. 

What prompted your move to SRM?

The reason I joined SRM Recruitment is because I’ve been familiar with them for some time, and I appreciate their client-centric approach. They’ve cultivated an environment where individuals can truly become the best version of themselves.

What was it that appealed to you about working for SRM? 

Joining SRM was an easy decision for me. Right from the founders to the entire team, I felt an immediate sense of trust and alignment. Professionally, the chance to help enhance the service offered already to our clients in the home counties is a great opportunity.

Tell us about yourself? 

You’ll often find me at the gym, dedicated to my fitness routine. I’m committed to staying active, pushing my limits, and maintaining a healthy lifestyle. Whether it’s lifting weights, hitting the treadmill, or a few press ups, I thrive on the endorphin rush that exercise brings. As an avid Newcastle United fan, my weekends revolve around the beautiful game and on occasions attending St James Park or seeing them on their travels down south. 

What led you to specialise in finance roles? 

My journey into finance recruitment took an unexpected turn. Having worked across various sectors, a technology client of mine needed help rebuilding their finance team. This really sparked my interest and excitement in recruiting in this sector. From that moment, the rest became history, and I’ve been passionate about it ever since.

Tell us about your remit in your new role?

As a recruiter specialising in part-qualified (PQ) accountants, I’ve had the privilege of connecting talented individuals with exciting opportunities across various sectors. From financial accounting to management accounting, I’ve navigated the vibrant landscape of commerce and industry within the home counties. Whether it’s helping candidates take their next career step or assisting companies in finding the right fit, my passion lies in creating successful matches. 

What do hiring managers and job seekers like about working with you? 

Both my clients and job seekers appreciate working with me for several reasons. For clients, I provide tailored recruitment solutions, efficiently source top talent, maintain effective communication, and build long-term partnerships. Job seekers benefit from my guidance, advocacy, transparency, and focus on their career growth. 

What’s your top piece of advice for hiring managers right now? 

Clear and timely communication with candidates. Regular updates and feedback create a positive experience, even if it’s a rejection.

What’s your top piece of advice for candidates right now? 

Stay adaptable: the industry is evolving, so be open to learning new tools and technologies.

Get in touch:

Need help to hire or finding your next finance role in the home counties? Contact Danny on dannysavino@srmrecruitment.com or call +44 7375 409089. You can also connect with him on LinkedIn here

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From journalism to law, taking the plunge with a new career challenge: a Q&A with Rob Hands, Commercial Ops Manager at RPC

Not all legal career paths are linear – some people take a less than traditional route to the roles they hold today: Rob Hands, Commercial Operations Manager at law firm RPC is one of those individuals. Chris Excell, Head of Legal Recruitment at SRM, spoke to Rob to understand, among other things, his interesting route into the legal world and the challenges he’s faced, his remit and responsibilities at RPC, and how he sees the future of remote working.

You have had an interesting route through to the legal world, can you talk to us about your background and how you ended up working within law firms.

My father was a sports journalist and from a relatively early age, it seemed like a brilliant way to earn a living – to get paid for watching sport. Unoriginally, I thought I would follow in Dad's footsteps – and joined the sports desk of The Times doing the results. Over time, I moved up the ladder, such that 15 years later, I had become part of the management structure of the paper, moving across both The Times and The Sunday Times. It was a fantastic period but I began to think about whether I could translate my skills into another sector – and take on a new challenge before I got too long in the tooth.

My wife is a qualified lawyer, so I know a fair few legal people socially – and after I had done some research, I began to see that there were plenty of parallels between journalists and lawyers, not least in terms of their approaches to work and passion for what they do. I had worked alongside a variety of lawyers in the corporate legal team at News UK (the papers' parent company) and could see where my abilities could complement those in private practice. So I took the plunge and made the move three years ago.

What is the toughest challenge you have found stepping away from your media-based background?

Proving myself again. After more than 20 years in newspapers, I had a reputation, I knew a lot of people, I knew exactly how things worked – and how to get things done. Now I was starting over – not quite from scratch, and with the benefit of life experience – but I had to show that I could do a good job in an initially unfamiliar environment. It was very much a "one step at a time" approach, learning the nuances of a new world and listening to advice. Probably the most intriguing part of it has been navigating the quirks of a partnership structure, where there are notionally many "business owners".  

What are your remit and responsibilities at RPC?

I am Commercial Operations Manager at the firm. I work for the Commercial group (which covers all sectors that the firm offers apart from insurance – such as IP and Technology, Media, Corporate and Banking Litigation, among others), and principally for Jeremy Drew, Partner and Group Head. My role is to ensure that the group, operationally speaking, is working at optimum levels to allow lawyers to focus on winning and delivering great work of the highest quality. Initially I have had a relentless focus on financial hygiene, but have also helped with strategy, personnel and other key areas to sustain and augment the group's work, with involvement in the development of AI within the practice areas and general better use of technology to deliver for clients.

How do you see the long-term vision for RPC?

I first came across RPC about a decade ago and heard about their media litigation reputation from the Times titles' perspective (one of the editorial lawyers there did actually train at RPC). A few years later, I worked on a matter with News's IP counsel where she brought in David Cran to help us. Off the back of those interactions, I had an impression of the size and range of RPC – but the growth in the business since has been startling. The firm's culture is outstanding and with some immensely talented senior and junior lawyers, coupled with progressive and energetic work on the business services side, I see no reason why the growth of recent years cannot be continued. 

Tell us about your reflections on how the traditional working week has changed since the Covid-19 pandemic – do you seeing this changing back to a full-time working in the office week?

I always felt that the remote working phenomenon that Covid enabled might be short-lived – not least because humans typically like interacting with other humans, and doing so via a screen is not the same. But what seems evident is that while I suspect there will be more of a shift to "back in the office" across all industries, I find it hard to believe that this will revert to the previous norm of a metronomic five-day office week. What is more interesting is how businesses will define the purpose of the office in this hybrid world – those that can deliver a stellar "in-office experience" will reap the benefits, from enhanced team cohesion and creativity most of all.

What do you look for in an “ideal” candidate and what are the challenges you have faced with recruits?

There is no such thing as the ideal candidate – that is often hugely subjective. What I would always look for is energy, enthusiasm and people skills. Most other competencies can usually be readily learnt – but those three attributes are hard to fake, yet vital for the success of a team enterprise. In terms of challenges faced with recruits, I can only generalise – and say that everyone, however good at talent spotting, can make hiring mistakes, but typically if you have developed the right environment for talent to flourish in, it will.

Can you share with us your thoughts on using executive search firms?

The best search firms are a synthesis of two things – identifying the right potential candidates for roles (which often entails telling good people that they are not right for a role they think they would be) and properly understanding what the clients want in their search for new talent. It isn't easy – and requires humility and concentration. I have had experience of very good ones – and they stand out a mile. Much like lawyers, it's the chemistry with the client that often makes the difference.

What’s your experience of working with SRM – we helped with your move to RPC remember!

SRM, in the shape of Chris Excell, has been terrific for me. Chris is one of those rare individuals who is prepared to take some time to understand the individual – and then thinks sensibly and intelligently about where there might be a real "fit". He is also phlegmatic enough to understand that not everything comes off, and to deal with Kipling's twin imposters in an equable fashion. In my case, it was his lateral thinking that took a chance conversation with Jeremy Drew, and his knowledge of what I was keen to achieve, to matching the two of us.

And finally… what are your hopes/aspirations for when Leicester City gain promotion to the Premier League?

I am not prepared to jinx the Foxes' admittedly very positive prospects by speculating about promotion. Leeds United and Ipswich Town, and perhaps Southampton, are worthy rivals. It has been, though, an excellent season at the King Power and should the current form be maintained, I would hope that City can hold their own against PL teams once more.

Need help with your legal recruitment or to find your next role?

Get in touch with Chris Excell today on + 44 7595 748826, email
chrisexcell@srmrecruitment.com or connect with him on LinkedIn.
https://www.linkedin.com/in/chrisexcell/