My client is a well-established, debt-free, profitable, and privately owned London high-end refurbishment specialist. Since their establishment over 30 years ago, they have built an excellent reputation in their respective marketplace. They pride themselves on the diversity of their client base and project portfolio, with all their work comprising strong elements of challenging structural modifications, cut and carve, basement excavation, façade retention, refurbishment, and restorations in the heart of London across the residential, museum, gallery, listed building, heritage, private education, and private healthcare sectors.
They have amassed a turnover of circa £40m, with their typical projects valued between £3m - £15m in contract value. Utilizing their industry connections and well-established relationships, they bolster their order book for this year. They pride themselves on delivering all their projects to the highest possible standards and building long-term relationships with everyone they work with, which means a large proportion of their work is repeat business by recommendation. They have built up very close relationships with their supply chain, offering prompt payment terms to help their cash flow during these challenging times.
The pandemic three years ago was a period of reflection for the two owners, who, after careful consideration, decided to take a step back and put the wheels in motion for the development and evolution of their business. They have now allowed the talented tier of directors beneath them to take over the reins and take the business forward. One of these individuals is someone I know personally very well and have successfully worked with for the last six years.
As part of their succession plan, one of the directors has created a partnership with a well-known and reputable university and established a systemized and methodical graduate development program. Across the board, this contractor prides themselves on offering everyone in the business the opportunity to further themselves, with additional qualifications and bespoke progression paths with realistic and measurable targets to achieve personal success. This means they have managed to maintain their 'family feel' during their growth, resulting in a low churn rate of staff.
This is a key project for my client, and they are expressly looking to appoint a candidate with extensive experience delivering projects within the super-prime residential refurbishment sector.
The successful candidate will be responsible for leading a well-sourced and balanced operational and commercial team. Aside from running the delivery of the project, they will take a lead on:
All 'upstream' communication with the client and their respective professional teamManaging the programmeFinancial/cost management and reportingChange managementSupervision of the internal teamAdministration of the contract conditions and client requirementsFormal documented handoversThe successful candidate will need to have experience delivering prime residential refurbishments of a similar nature and quality.
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