1. Opening Offices Overseas

2. 1.Context and purpose: “So, you want to open an overseas office?” 2.Sharing our experiences 3.Time for questions answered. Phaidon Introduction

3. Phaidon is the holding company housing 7 international, award-winning, micro- niche recruitment brands Founded by our leader and CEO, Adam Buck. privately owned, zero debt, we have a clear vision: 100% organic, enabling exceptional careers We have enjoyed superior market performance averaging 34% CAGR since our inception in 2004 Our values: Ability – Loyalty – Character galvanise our portfolio of speciality brands Our leadership is committed to maximising our value and we have clear a plan to fulfil our potential by 2017 Who we are?

4. Focus on global reach 4 OFFICES 7 BRANDS 44 COUNTRIES 210 PEOPLE 39 LANGUAGES 8 MARKETS

5. Our niche brands specialise in the following industries: Finance Oil & Gas Operations Pharmaceuticals Power & Nuclear Professional Services Renewable Energy Telecoms Focus on our specialist brands

7. Growth in £ overseas revenue 20132009201020112012

8. San Francis co 2014 Munic h 2014 Hong Kong 2014 What’s next? Dubai 2014

9. We have placed in 44 countries across the globe Four hub offices (We will talk “Strawberry Plants” later) We provide our services on both a permanent and contract basis Last year alone we helped over a thousand professionals move careers across 44 countries. We have a clear process in relation to opening overseas offices and we will share this today It involves four important words... Some internationally relevant stats

10. Opening Offices Overseas 1. Why? “Unless you are the lead hound the view’s always the same”

11. Key influencing factors: –Some people look at build or buy (acquire) –Our model is 100% organic –We are revenue led in terms of geographic expansion –Data driven decisions – “SAMBA SWEEPS” –We have our “Magic numbers” desired strategic outcomes –We evaluate through our “Magnificent Seven” Some cautions: –“Because ABC are there” –Competitors –“Suck it and see” –“Build it and they will come” –“Buying market share” –If acquiring- distribution channel v additional toys. We tend to ask “Why be on the ground?”

12. Opening Offices Overseas 2. What?

13. –What brands and markets do we want to distribute to the new market? –What are the success measurements – Y1, 2, 3? –What is the upside of doing it- strategic and financial? –What is the opportunity cost of not entering now? –What is our expected ROI? –What structure- people to structure not structure round people. “Begin with end in mind”

14. Opening Offices Overseas 3. Who?

15. –Who will be the custodian of our investment on the ground? –Who will plan and implement it? –Who will man and develop it? –People to structure not structure around people –Local to Expatriate ratios. “Who will carry the essence of Buck?”

16. 4. How? “Our expectation is our people stepping off the plane, with a desk, mobile phone and PC that works, and the ability to give out a business card that evening” Harry Youtan, Director Phaidon USA Inc.

17. 1.Compliance is absolutely key 2.Start with understanding visas & licensing and work backwards 3.Local legal, tax and finance advice essential 4.Dedicated project management team 5.Robust project management planning – tell people what they need to hear, not what they want to hear – clear traffic lights. How?

18. TOP FIVE Lessons learned/ handy hints

19. 1.Compliance is king and queen. 2.Use overseas as a great attraction and retention tool. 3.Run overseas hours locally prior and let staff earn their place. 4.Buy cheap pay twice – cash is king: Turnover is vanity, cash flow reality. 5.Invest in understanding the local business and national culture Five things we’ve learned...

20. Thank you- questions answered Recent Awards