Interim Project Managers x 5 – Rail Delivery Group (RDG)
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge The RDG purpose is to create a simpler, better railway for everyone in Britain. As part of this mission the ‘Rail Reform’ programme required a number of experienced project managers to either be part of, or manage workstreams across: Fares, Ticketing, Stations and Technology. The challenge was to identify interim project managers with the requisite skills in such diverse areas as communications, customer experience and stations. In order to achieve this RDG asked us to provide 5 interim project managers. Our solution: We undertook extensive research across multiple infrastructure, transport, utilities and public sector groups together with engaging with our ‘talent bank’ of existing project managers, to identify available skills and experience for these (initial 6 month) assignments. The search activity generated dozens of potential candidates that we met with to produce a shortlist of 12 for final presentation to the client. All 5 appointments were made and contracts have since been extended. We have also been asked to provide additional resource on an interim basis.
Interim Customer Experience Consultant & Interim Marketing Strategy Consultant – South Western Railway
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge SWR is a joint venture between First Group and MTR Corporation from Hong Kong. Operating over 1,500 services each weekday across the network, South Western Railway (SWR) employs more than 5,000 employees and provides commuter inter-urban, regional and long-distance services to passengers in South West London and southern counties of England and Island Line services on the Isle of Wight. SWR have been a client of Veredus for many years and required the following two roles on an interim basis. Customer Experience – the role was responsible for developing the Customer information strategy and ensuring a consistent approach to customer information across the business. Defining how, when and what is communicated to customers. This interim was required to deliver a step change in customer information Marketing Strategy – the need was for an experienced consultant to accelerate and transform the marketing function, strategy and plan. The challenge was to identify two available interim managers with significant functional expertise, together with skills and experience to manage change and engage with multiple stakeholders. Our solution: In both instances we undertook searches for experienced interims both inside the rail and related sectors. We also searched other sectors where customer experience and consumer marketing is a key part of the organisation’s drive. In addition, we integrated a talent bank of interims that we have worked with in the past, to both source talent and recommend other interims we should speak with. Shortlists were presented for both roles and two appointments were made. One candidate joined with a rail sector background and the other joined from a retail sector career.
Interim head of Procurement & Interim head of Facilities – GTR
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge GTR stands for Govia Thameslink Railway, and includes Southern, Thameslink, Great Northern and Gatwick Express. Govia is a partnership between the Go-Ahead Group and Keolis. With over 7400 staff, we manage 239 stations and deliver 24% of all passenger rail journeys in the UK. The two roles were both at ‘heads or’ level. This is a particularly challenging level at which to hire as experienced interims tend to be working at a more senior level and are typically looking for director or change based assignments, rather than BAU team management. We were also required to find candidates with rail or related sector experience as both the procurement and facilities functions with rail have specific requirements, relating the DFT and also the relationship with Network Rail. Our solution In both instances our first approach was to contact our network and work through previous assignments that we have handled in the sector for similar roles. This generated a number of interesting conversations which we then supplemented by doing a wider search through social media and railway-based communities. The appointments were both made successfully.
Interim Project Managers x 3 – Network Rail – GBRTT
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The challenge GBRTT (Great British Railways Transition team) is working on behalf of the government to create a new organisation that will bring together decisions about track and train, provide accountable leadership, and lead the railway forward. Within the organisation the Fares, Ticketing and Retail team (FTR) is committed to delivering on the Plan for Rail. The challenge is to provide clearer pricing, modern methods of payment and straightforward compensation will help us to restore trust and encourage more people to use rail. In order to achieve this GBRTT asked us to provide 3 interim project managers. Our solution: We undertook extensive research across multiple infrastructure, transport, utilities and public sector groups together with engaging with our ‘talent bank’ of existing project managers, to identify available skills and experience for these (initial 6 month) assignments. The search activity generated dozens of potential candidates that we met with to produce a shortlist of 6 for final presentation to the client. All 3 appointments were made and contracts have since been extended.
Interim Project Managers – Network Rail
The client Network Rail own, operate, maintain and develop the railway infrastructure in England, Scotland and Wales. That’s 20,000 miles of track, 30,000 bridges, tunnels and viaducts and the thousands of signals, level crossings and stations. The brief At Veredus, we work for various divisions with Network Rail including GBRTT and GBRX. We have been asked to search for experienced project managers on a large number of occasions and they remain a key client relationship. The projects range across operational issues, customer experience, training and human resources, procurement and health and safety. The process We reached out to our known, tried and tested candidates across all key functions within the rail and infrastructure sector and were quickly able to identify a shortlist of those who matched the requirements. Once we’d established enthusiasm and engagement, and discussed availability and day rates requirements, we presented the shortlist. One of our challenges is to find candidates who are prepared to work one roles that fall inside of scope for IR35 regulation but, over time, Veredus have built a specific database of interim managers who happy to engage with umbrella companies and work inside IR35.
Interim Head of Communications – Technology business
The client Our client is the AI division of the Uk’s largest infrastructure provider. The brief To direct and lead on the development and execution of communications and stakeholder engagement strategy to promote the success of the division, fostering strategic partnerships with external stakeholders including Train Operating Companies, Freight Operating Companies, government ministers, suppliers, and the public. The process At Veredus, we have an established talent bank of candidates across all key functions within the rail and infrastructure sector and were quickly able to identify a shortlist of candidates who could deliver from a technical perspective as well as fit within the existing teams. Once contacted, we discussed our client’s needs extensively as well as their availability and day rate requirements before presenting the shortlist. The results: The successful candidate joined on a fulltime interim day rate contract that has since been renewed
Ministry of Defence – Defence Equipment & Support – CHIEF DATA OFFICER (BATTLESPACE)
The brief Veredus are the executive search partner for Defence Equipment & Support. We were tasked with identifying an experienced CDO who would be able to drive governance and technological controls across the battlespace. This required sound cyber security experience with big data complexities the likes of which are rare in government and private sector. The technological advances in modern warfare and equipment have led to disparity across data standards and network capability. The MoD required a CDO to manage senior stakeholders across the defence enterprise including front line commands and major industrial primes in order to drive a set of new standards and governance across the battlespace arena. The CDO task was to agree standards, regardless of manufacturer or equipment type, such that the real time data could be combined and manipulated to add strategic value to the military stakeholders. A new task force was being set up to achieve this and the CDO was a new post to lead a large team of circa 85 based across MoD departments. Challenges The stakeholders wanted different attributes, as this was a key leader in the battlespace domain. We held briefings with the various stakeholders in order to agree the final specification for the role. Priorities for our search were based around security, scale, complexity and wide technology experience coupled with an ability to negotiate at very senior levels across Government and industry and drive through change, Strong business acumen was also required in order to achieve the value add that the frontline commands required whilst holding tight budgetary constraints in order to deliver the new standards. Security clearance was required to DV which added a further complexity. The Results In stakeholder discussions we managed to get agreement to widen the search net to include large scale data generators within a highly secure critical environments such as Banking, Network Rail, NHS, HMRC and National Power Distributors. We identified 185 CDO’s who met the essential criteria. Our search included targeted headhunting of the 185 CDO’s as well as an advert in “The Times”. During the selection process we examined the candidate’s influencing skills and leadership styles as well as their broad technological experience. We produced a detailed candidate information pack, not only highlighting the EVP. We received 64 applications with a high degree of diversity. Subsequent selection process achieved a shortlist of 5. These candidates were subject to our MoD assessments which are ILA & Staff Engagement exercises. Following final panel presentations and interview 3 candidates were deemed appointable. The successful candidate was a diverse candidate, non-military and was working for EY. We received excellent client feedback on the campaign, having taken the stakeholders from “Must be Military” to having a non-military candidate appointed.
Director of Ships Operations & Capability Integration (SCS2)
The brief Veredus are the exclusive Executive Search Partner for MoD, DE&S and SDA. As part of our ongoing partnership, we were asked to identify their next Director of Ships. As the role was reporting into Director General Ships it was a Senior Civil Service role level 2 and as such, we had an appointed commissioner to oversee fair and open competition rules were maintained throughout. Challenges The process Specialist Background –We have over 25 years’ experience of appointing to senior executive levels. Our processes comply with Civil Service Recruitment Principles and Civil Service Commissioner’s rules, and we have worked extensively with the Office of the Commissioner for Public Appointments. Coupled with our extensive database and technology tools we were able to identify a strong candidate pool. Our candidate attraction strategy & tools included: All our assignments are project managed and utilise realtime data capture in the form of Power BI Dashboards. Our MoD client has open access to this data so at anytime they can see progress and get a clear picture of the assignment as it develops. An example screen shot of one of our dashboards is below: Diversity – We pro-actively built a field of target candidates with diverse characteristics. We did this through our desk research and by contacting our trusted sources across the market, expressly asking for recommendations of candidates with protected characteristics. We know this works. Our pro-active approach also extends to attracting candidates who have declared disabilities and engage with the Guardian’s Disability Network which has over 1 million members. We have strong relationships with partner organisations, that are committed to working through empathy, acknowledging and valuing our differences. As part of the search campaign, we proactively networked with a wide range of organisations such as: Security Clearance – Veredus are used to working in the DV/SC secured space, we have our own “Security Watchdog” team that provide security vetting and preparation for DBS Developed vetting clearance processes. We advise all candidates in our search process of the additional personal and professional information that will need to be collated in order for their offer/acceptance to be valid. These extra checks include but not limited too: Check Why? Nationality Verify Passport status Identity & Right to Work Legal requirement Financial Probity (credit check) Verify that applicant does not have CCJs or bankruptcies Criminality Verify that applicant does not have a criminal past International Sanctions Verify that applicant is not on any sanctions lists Directorship Verify that applicant does not have directorships which pose a conflict of interest Adverse Media Verify that applicant has not had bad press exposure Social Media Verify that applicant does not have unacceptable values or behaviours for future employer Qualification Verify that applicant holds the qualifications they state they have on a CV Activity (2 years) Verify applicant’s activity (employment/education) history Results Following a detailed briefing with the Director General and senior stakeholders including the commissioner herself we set out and agreed the timeline and developed a detailed and enlightening candidates data pack with wording to appeal to a broader candidate pool and notably diverse candidates. We were able to assemble a target map of over 145 candidates from across both commercial shipping and navy. After engaging with the targets and sharing the candidate data pack along with clarifying any open questions we closed with 14 applications. After a client review and Veredus selection interviews we shortlisted to 4 candidates. The shortlisted candidates were 50% diverse so we achieved the CEO aim of ensuring a minimum of 30% was achieved and in such a niche role was well received by the Commissioner and Director General. Veredus psychologist team provided the leadership assessment and staff engagement facilitation with detailed candidate profiles and reports as well as direct feedback to the panel prior to final interviews. Following final panel interviews we had two appointable candidates and one appointed. Assignment took 8 weeks from briefing to successful placement. We received commendations from Commissioner and DG following a highly successful assignment. Candidate Care Feedback was rated as “Excellent”.
Director WARHEAD DELIVERY (SCS2)
Background Our client is a Ministry of Defence department that are tasked with maintaining the UKs deterrent capability, current and future. Veredus were engaged by the client to provide a full executive search & selection service to identify their next Warhead Director at SCS level 2. As this was a Senior civil service role at level 2, we had a commissioner assigned to the selection panel board to oversee “fair and open competition”. Following a detailed brief from the MoD and senior stakeholders, together with the commissioners’ input, we agreed a tight timeline and commenced our target mapping of aligned domains and sectors; we also developed a compelling candidates data pack. Challenges Solutions Timeline Pressures: We are used to agile working and in this case we had to review or normal timeline (as per attached example timeline) and increase research capacity to allow us to reduce the overall assignment time by 2 weeks. We appointed a senior consultant as project manager to ensure all aspects of the search & selection process remained on track and communicated progress with MoD and Commissioner. Highly Specialised role: Nuclear and defence is a prime area of activity for Veredus. This particular role combined both. We focussed on Cat A government programmes both current and past and identified a cross over between Major Projects delivery and those candidates that had worked in the Trident programme previously or currently. We included Nuclear New builds as well as Expat community living in US currently working on a replacement programme. It’s a very close community so we keep in close dialogue with client stakeholders to review interested candidates at a very early stage as we knew a number would be “known” to our client. This helped us reduce selection process time by removing non suitable candidates early in the process. Internal Candidates: It is normal practice for us to include internal candidates within our selection process, however on this occasion the Commissioner mandated that a tight control and restrictions were placed around internal candidates to ensure they did not receive any additional insight beyond that of external candidates. We therefore had to ensure all internal candidates received a “restrictive notice” as soon as they applied which outlined that they could not approach or contact any of the selection panel and were prohibited in doing their own research into the role whilst on site. This effectively meant they had to come through us to ask questions the results of which were shared with all applicants. Security Clearance: Veredus are used to working in the DV/SC secured space, we have our own “Security Watchdog” team that provide security vetting and preparation for DBS Developed vetting clearance processes. We advise all candidates in our search process of the additional personal and professional information that will need to be collated in order for their offer/acceptance to be valid. These extra checks include but not limited too: Check Why? Nationality Verify Passport status Identity & Right to Work Legal requirement Financial Probity (credit check) Verify that applicant does not have CCJs or bankruptcies Criminality Verify that applicant does not have a criminal past International Sanctions Verify that applicant is not on any sanctions lists Directorship Verify that applicant does not have directorships which pose a conflict of interest Adverse Media Verify that applicant has not had bad press exposure Social Media Verify that applicant does not have unacceptable values or behaviours for future employer Qualification Verify that applicant holds the qualifications they state they have on a CV Activity (2 years) Verify applicant’s activity (employment/education) history Results Given the specialism of the role, the seniority required and the security clearance requirement (DV) the mapped target field was limited to 125 potential candidates across the UK. We engaged with the targets and promoted the role and challenges along with the career benefits and high profile of the role itself. We managed to get 29 applications which following our own selection interviews and profiling was reduced to a shortlist pool of 5. Commissioner was extremely satisfied with our control processes in place that no internal candidate had received any advantageous treatment or data. Veredus psychologist team also provided our inhouse leadership profiling and assessment for each of the 5 shortlisted candidates and produced a detailed summary report and a verbal feedback session with the panel prior to final interviews commencing. The final Panel chaired by the commissioner concluded that 3 of the 5 were “above the line” as appointable with one being an outstanding appointed candidate. A successful outcome concluded in under 7 weeks from briefing to offer.
Head of School of Engineering, College of Science and Engineering
The client: Teesside University The project: Professor and Head of Pharmacy Practice The brief Teesside University retained Veredus to recruit a Head of Pharmacy Practice for their School of Health & Life Sciences. This newly created role is part of Teesside’s ambitious plan to establish a School of Pharmacy and a future School of Medicine, reflecting the university’s commitment to advancing health education and research. The role is pivotal in shaping the future of pharmacy education at Teesside, with the postholder responsible for developing and delivering the pharmacy curriculum, recruiting the first cohort of students, and guiding the School through the accreditation process with the General Pharmaceutical Council (GPhC). Teesside University is in the midst of a significant transformation, driven by a £300 million investment aimed at enhancing the Middlesbrough Campus. This investment includes the creation of a new School of Pharmacy, which aims to integrate elements of chemistry, pharmacology, and pharmaceuticals into its program, with an initial student intake planned for September 2025. The Head of Pharmacy Practice was sought as a key member of the Pharmacy Senior Leadership Team, with responsibilities including: • Developing and delivering the pharmacy education programme. • Recruiting and leading the first cohort of undergraduate and MPharm students. • Supporting the School through GPhC accreditation. • Promoting research-led practice within the School. The ideal candidate would be a GPhC registered pharmacist with a first degree and a Master’s in a relevant discipline, practical experience in the pharmacy sector, and significant leadership experience. A PhD was highly desirable, particularly for candidates with a strong track record in research and funding. The process Veredus was briefed by senior stakeholders at Teesside University, including members of the School of Health & Life Sciences, and tasked with generating a strong and diverse candidate pool for the role. We collaborated closely with the University’s HR team to develop an effective attraction strategy, which included an advertising campaign, a candidate briefing pack, and a targeted executive search. We launched an advertising campaign across various platforms and handled all candidate responses and queries. We conducted an in-depth analysis of the UK pharmacy education landscape and context to identify potential candidates, focusing on those with relevant experience in pharmacy practice education, research and leadership. We targeted both active and passive candidates, using personalised communications to highlight the unique benefits of the position and the strategic vision of Teesside University. Diversity and inclusion were integral to our approach. We designed a recruitment strategy that was inclusive, unbiased, and proactive in engaging a broad field of suitably qualified candidates, including those from underrepresented groups. The recruitment process elicited 8 applications for the role. Veredus assessed all applications against the person specification criteria and provided Teesside University with a Shortlist Report, including our ABC rankings and assessments. We presented our findings to the selection panel and met with them to discuss our comments, agree on the list of candidates to be progressed to interview, and collate feedback to unsuccessful candidates. The results Two candidates progressed to the final panel stage. The final selection process included formal interviews with the selection panel and informal discussions with the University leadership. Veredus conducted referencing and due diligence, ensuring a thorough evaluation of each candidate. Both candidates were identified as appointable for the role and the preferred candidate accepted the offer based on our careful management of expectations at all stages. The recruitment process concluded with the successful appointment of the Head of Pharmacy Practice. Veredus ensured that all candidates received constructive and developmental feedback, reinforcing a positive experience of the process and Teesside University. This case demonstrates our commitment to delivering high-quality, inclusive recruitment processes that align with the strategic goals of our clients.