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SThree International Expansion Russell Clements CEO SThree PLC

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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

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slide1

SThree International Expansion

Russell Clements

CEO SThree PLC

sthree plc key facts
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
slide3

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)
slide4

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
slide5

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

sthree plc what works for us
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
sthree plc what works for us1
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
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