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Interim Executive Management: The viable alternative to Management Consultants

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Two recent assignments have highlighted how effective deployment of Watermark’s interim talent pool can be a viable, cost-effective alternative to Management Consulting firms.  

​Martin Searle, one of Watermark’s Sydney Partners recently completed two interesting assignments which required specific expertise and experience not easily accessible in the market.

CEO Performance review for a major Pacific organisation

Watermark was able to deploy and project manage the performance review process which required extensive stakeholder engagement across the Pacific.  This required a senior consultant with expertise in contemporary performance management, remuneration and governance and most critically, multi-cultural experience and stakeholder management skills.  This task was completed successfully and within very short time-frames.  “Watermark’s business model facilitates the almost immediate deployment of cost-effect talent.  We were able to assign one of Australia’s leading governance and remuneration experts with extensive international experience.  Our Watermark interim associate operated at “Partner” level and had the experience and expertise to meet the stringent time-frame and budget requirements of this sensitive and complex assignment”.

Building Student Engagement for a Major University

The client, a GO8 University, had a major business need to review and enhance the marketability of a major program.  Watermark was able to access an expert in enhancing higher education programs who was skilled in service and product analytics and action planning.  The outcome of this assignment will be an enhanced student experience leading to a maximised revenue stream from this core University product.

“These assignments highlight Watermark’s ability to not only access specialised, senior talent, but also effectively project manage critical assignments. They also reflect our Partner’s commercial experience and track record in effectively deploying human capital”.

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by Martin Searle