1. BUILDING AN INTERNATIONAL BRAND (SOME LESSONS LEARNED) Russell Clements | russell@cube19.com Russell Clements | Chairman | cube19.com | @RUSSCLEM65

2. MY PROFILE Age: 49 Lives: North London with wife & three children. Educated: Essex University (BA Hons Government & Economics) Wharton Business School University of Pennsylvania (Advanced Management Programme) Career: 1986 Sales Executive - Computing Newspaper 1986 Recruitment Consultant – Computer Futures 1991 Sales Director – Computer Futures 1999 Managing Director – Computer Futures 2001 Deputy CEO – SThree 2004 - 2012 CEO SThree PLC Present: Non Executive Chairman – cube19 & Oyster Partners

3. STHREE KEY FACTS Established in 1986, IPO 2005 54 Offices in 21 countries 100% organic growth through home grown management Pure Play Specialist, particular strength in “STEM” disciplines 70% of Gross Profit from international offices Contract: 60% Permanent: 40% Derived from International Business ICT: 40% of business 60% Engineering, Pharma, Bio Tech, Oil & Gas Profitable every year since inception Current Market Capitalisation - $800m

4. AMERICAS Boston Calgary Chicago Houston New York Rio San Francisco San Diego Sao Paulo STHREE’S GLOBAL PRESENCE ASIA/PACIFIC Bangkok Hong Kong Kuala Lumpur Miri Perth Singapore Sydney Tokyo EUROPE Amsterdam Antwerp Berlin Brussels Dusseldorf Frankfurt Hamburg Moscow Munich Oslow Paris Rotterdam Stuttgart Zurich MIDDLE EAST/ INDIA Doha Dubai Mumbai UK & IRELAND Aberdeen Birmingham Bristol City of London Dublin Glasgow Leeds London Manchester

5. THE STHREE EXPERIENCE

6. STHREE HAS A MULTI BRAND STRATEGY

7. TWO TYPES OF SPECIALIST STAFFING MARKETS DEFINED BY CANDIDATE MOBILITY Accountancy I.C.T H.R Banking Oil & Gas Pharmaceuticals Global candidates provide an ability to take larger geographical steps. Approximately 30% of consultants are working on global candidate markets. LocalGlobal Banking Pharmaceuticals Oil & Gas

8. THE FOUR DIMENSIONS TO STHREE’S INTERNATIONAL GROWTH The majority of planned growth come from additional heads in existing locations, in both existing and new sectors. Increase headcount in an established sector e.g. Munich ICT Increase headcount in an existing office into a new sector e.g. Sydney Banking Increase office footprint in existing geography e.g. Perth Open entirely new regions e.g. Sao Paulo

9. SECTOR DIVERSIFICATION LEADS TO GLOBAL GROWTH OR HOW DO YOU GET FROM GLASGOW TO SINGAPORE? SCOTLAND IT Based in Glasgow SCOTLAND Oil & Gas Based in Glasgow SE ASIA Oil & Gas Virtual Office Based Glasgow SE ASIA Oil & Gas Based Singapore PHASE I Established IT franchise looks to diversify 2005/6 PHASE II North sea oil and gas market a logical next step 2006 PHASE III Opportunities to extend oil and gas market to SE Asia remotely 2008 PHASE IV Physical relocation to Singapore initially to focus on oil & gas market 2009 SINGAPORE IT SINGAPORE Middle Office Banking PHASE V Due to physical proximity a number of new markets become accessible 2009 SINGAPORE Accountancy

10. STHREE’S “SKI RUN” MODEL Decreasing Risk Complex ventures operationally; will definitely require external resources. Ventures in virgin territory; in some cases external resources may aide us Ventures where SThree has a presence in the Country but not the City. Ventures where SThree already has a presence in the city i.e. a new sector being established.

11. SOME PRINCIPLES APPLIED

12. INTERNATIONALISATION: SOME PRINCIPLES APPLIED Everything starts with our overall strategy – all potential international ventures should be judged in line with that 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

13. LESSONS LEARNED

14. 10 LESSONS LEARNED 17/03/14 - £74.11 17/04/14 - £74.11 16/05/14 - £74.13 Internationalise sooner – not wait 12 years Diversify sectorally sooner – Global Markets (e.g. International Banking, Oil & Gas) open doors that other sectors cannot Developed a 5 year plan sooner – but it needs to be agile Focus brand remits more specifically – more limited remits force international thinking Think more carefully about the costs of doing business overseas e.g social costs

15. 10 LESSONS LEARNED (CONTINUED) Be less inclined to export UK style remuneration schemes Provide a “softer landing” for relocated staff Conduct planning & post implementation reviews – mistakes are your best learning tool Be more questioning on the motivation of re-locaters and consider their market background Show more patience in terms of ROI in complex markets

16. “GLOBALISATION HAS CHANGED US INTO A COMPANY THAT SEARCHES THE WORLD, NOT JUST TO SELL BUT TO FIND INTELLECTUAL CAPITAL – THE WORLD’S BEST TALENTS AND GREATEST IDEAS” – JACK WELCH

17. Thank You Russell Clements | russell@cube19.com | @RussClem65 | www.cube19.com