1. How good is your CV? Why are CVs rejected? Is your CV letting you down? _________ A Career in Interim Management?

2.

• What is a CV?

• The Oxford Dictionary defines Curriculum Vitae as

• A brief account of ones education, qualifications and previous occupations

• In todays world it is much more than that

• Marketing tool

• Presentation package

• Selling tool

• Its objective is to get you an interview

.

3. Consider hair shampoo There used only to be one or two on supermarket shelves easy to choose Now there are whole aisles of them, depending on the texture of your hair, the colour, the thickness etc How do you choose? You will be drawn to the presentation, its packaging, what are the Ingredients (apple, beer, cucumber etc) and most of all, what can it do for you? A CV is no different Subjective discussion about how a good CV should be prepared but everyone will agree that it should be:- Well presented Describe who you are What you have done Scale and scope of your experience Your significant achievements Prospective employer needs to be persuaded to read it, recognise what you have done and determine whether your experience meets his requirement If it doesnt, you have failed and will not get an interview.

4.

• Presentation

• Vital

• Initial scans will last only seconds

• Over 40% of CVs are tossed straight into the bin without more than

• a 7 second glance. (thecvclinic.com)

• Messy or difficult to read, it will not be read

• Neither too long or too short Two pages of A4

• Recruiters scan looking for key words

• e.g. if the recruiter is a major retailer looking for a DC Manager,

• look for words such as Tesco, Sainsbury, ASDA, Morrisons, Boots

• Use bullet points

• Make it easy to attract the readers interest

• White background

• MS Word - standard typefaces such as Arial, 10 or 11 points.

• Education, training unless relevant should be brief and at the end of the CV

5.

• Many applicants rely on covering letter

• Unless employer has asked for one, they rarely get read

• Majority of CVs are unsuitable for the positions applied for

• Many are not fit for purpose

• Bespoke CV is most likely to be successful.

• Dont rely on a generic CV if you are applying for a specific vacancy

• Many applicants do not refine their CV despite having specific information

• about the vacancy

• If using a generic CV to a recruitment consultancy, make it fully comprehensive.

• Consultant can match you to other positions being handled

• Ask a friend to look at your CV

• You may be surprised at their reaction and after the laughter

• has died down, you will get an honest, unbiased critique

6.

• Musts

• Full contact details

• Name & Address With post code

• Telephone number Mobile Number (preferred)

• email address ( essentia l) NB home email

• Include a personal profile - a short sell

• Neutral or in the first person

• Do not write he did this, she did that or Tom achieved

• Responsibilities & achievements - use active verbs and positive language.

• Include figures e.g. number of staff you managed, budget size

• Positive words:- implemented; achieved; saved

• Grammatical errors Always use Spell-check!

• Start with current employment and list in descending order

• Dates and employment should be clear and consistent

• All content is relevant

• Honest and factual

• Up to date

7.

• Musts

• Describe

• Your Job Title and what this means

• Employers industry sector, nature of the business -

• consider hyperlinks to web sites

• Scale of the operation, such as turnover, number of employees etc.

• The scale and scope of your roles

• What you have done

• For example

• CAREER

• 1995- 2007

• T Jones Ltd

• Warehouse Manager

• M anaged Warehouse Operations

• What does that tell the recruiter about you?

8. Must Nots X Do not apply for inappropriate positions If the same name keeps cropping up time and time again a Recruitment Consultant will ignore the application X Do not leave any area for doubt, such as time gaps X Do not include referees X Do not use abbreviations or jargon X Do not date the CV X Do not mention salaries X Do not put irrelevant personal details first X Do not list education first X Do not list irrelevant education e.g. if you have a degree Upton School, 6 CSE 15 years ago?? X Do not lie X Do not state reason for leaving X Do not use fancy colours or flashing symbols X Do not have silly rhymes on your answerphone X Do not include photographs unless requested to do so X Do not use a humorous email

9.

• Summary

• A CV is a marketing tool

• It is a presentation package

• It is a Selling tool

• Its purpose is to get you an interview

• Be confident and positive about your abilities

• Shout about your achievements

• If you dont have a plan, you wont

• arrive at your destination

• Does your CV grab the readers attention ?

• Will it get you an interview?

• What does a good CV look like?

10. John Smith 15 The Coppice Maidwell NN10 7DG Phone: (01858 465957) 378722Mobile: 07766 66173PROFESSIONAL MEMBERSHIP The Institute of Management The Institute for Supervision and Management The Institute of Export PERSONAL ACHIEVEMENTS Managing a training programme that has won a national training award in 2005. Chairman of the South Midlands & North Oxfordshire Branch of The Institute of Export from 1996 to 1998. Vice-Chairman of the South Midlands & North Oxfordshire Branch of The Institute of Export from 1995 to 1996. Hon. Branch Secretary of the South Midlands & North Oxfordshire Branch of The Institute of Export from 1992 to 1995. Winner of the national Special Event prize in 1993 sponsored by Maersk Line. QUALIFICATIONS I have been involved negotiating contracts with national companies, managing Warehouse, stock control and administration staff. Managing very successful training programmes that have won a national training award, plus account management and tender management. I managed International trade, sales, marketing and stock management. I.P.R. and excise suspended goods. Domestic and international freight management. Management of purchasing consumable products. C.F.S.P. and deferment account management. International Shipping and Importation document for hazardous and non hazardous goods, Letters of Credit, Bills of Exchange, A.A.Ds, W8s and preference documents. Exhibition design and management for both The U.K. and overseas. International sales and agency management. First line I.T. support. Budget control, recruitment, training and retention of staff. I have over quarter of century of experience within the import and export field, I have moved whole factories contents from the U.K. to Eire, Personel effects from the U.K to Austalia and the U.S.A. Boat engines from U.S.A. to Italy. I have on when asked, assisted U.K. Customs & Excise help train a number of the staff in matter concerning excise movement and I given expert evdience to stop fraud. EDUCATION 1998 Institute of Management Diploma. Passed with Distinction and Merit 1997 Dangerous Goods Certificate - C.A.A. Approved 98% pass mark. 1996 Institute of Supervision and Management Diploma. Pass with Merit 1982 English Literature and Language O Level. 1978 Certificate in Business Studies. Passed with Merit 1977 English Language O level. 1976 Commerce O level. 1976 Geography O level. 1976 Mathematics O level. EMPLOYMENT Sept 2006 to Present LJ Construction Tender management and contract specification control. 2006 to Sept 2006 Account Manager - Baseline Consulting. Managing accounts promoting Management and I.T. Training. 2004-Dec Training Services Manager, Nortec Training Limited 2005 Managing all training staff employed and sub-contracted, providing assessment and training for candidates all over England; managing 29 sub-contracted L.G.V. D.S.A. approved training schools and one national motoring school; controlling training budgets allocated by commercial sales, European Social fund, Learning Skills council and Job Centre Plus contracts for government funded programmes. 1998- 2004 Exel Europe Limited Promoted to Bond, Stock and Administration Manager, Managing the Customs and Excise Bond in Banbury, relating to control, holding and movement of customs and excise suspended goods. Managing client, site, customer and C&E relationships on a face to face basis. Managing a 260,000 sq. foot warehousing complex. Management of all staff in the Operational, Bond and stock control administration departments. Bond and Administration Manager. Managing the Customs and Excise Bond in Banbury, Auditing the Customs and Excise Bond in Worcester, setting up and staff recruitment for Exels Excise Bond in Doncaster. Management of Computer systems relating to control, holding and movement of customs and excise suspended goods. Managing client, site, customer and C&E relationships on a face to face basis. 1996-1998 Distribution Controller, Shipley Europe Limited Managing the Export shipping and importation for the warehouse administration departments in The United Kingdom, France and Germany, plus the management of the consolidation of European warehouses in France and Germany into on Euro hub in The Netherlands. 1988-1996 Export Shipping Manager, Menvier (E.E.) Limited Managing three locations Bristol. Banbury and Leeds, plus over a six year period working two weeks of the year in Germany Importing and Exporting . International sales and Agency management. Exhibition design and management for the U.K. and overseas. 1988-1988 Export Shipping Manager, Lesme Limited. Managing the Export shipping and warehouse administration departments. 1984-1988 Export Controller, H. Bronnley & Co. Ltd Controlling all international movements, International sales and Agency management. Exhibition design for the U.K. 1976-1984 Automotive Products PLC. Promoted to Export Section Leader (1980 to 1984) Promoted to Export Liaison clerk (1977 to 1980) Export Clerk (1976 to 1977).

11.

• John Smith 9 Bucknalls Lane Watford WD25 9XX Tel: 01858 465957 Mobile: 07766 661730 email; john@johnsmith.co.uk

• PERSONAL PROFILE An experienced supply chain professional working at Director level with a proven track record in troubleshooting, strategic development, management of supply chain operations and logistics processes, who is commercially focused, with a range of balanced complementary skills and a flexible approach to work. Good interpersonal skills enabling communication across all levels

• A lateral thinker with a structured and tenacious approach to problem solving, objectives and responsibilities, with an appetite for change and results delivery. KEY SKILLS Innovative with an instinct for problem solving Change management specialist Expert in start up, closure & outsourcing projects Proven negotiator Cost reduction & efficiency programmes People management skills CAREER SUMMARY 2004 - present Cantillon (UK) Ltd (Ma nufacturer of Automotive Components) www.cantillon.co.uk

• European Supply Chain Director

• Responsible for Europe & India - Report jointly to the Managing Director Europe & Vice President of Operations - Formulate and implement the supply chain strategy for the multiple European sites and the Indian operation - Develop synergistic processes and procedures across Global and European sites - Implement the personnel structure to meet current and future business requirements - Develop a robust forecasting system to support European/ Global requirements - Implement SAP through the Purchasing, Planning and Distribution departments across all sites simultaneously - Develop planning and scheduling routines to enhance material and finished goods flow - Review the European Distribution Centre, advising business opportunities for increasing service to our customers Key Achievements include - Identified and achieved savings in excess of 5m pa. - Restructured and developed 1.2bn turnover business achieving growth in profits of 20% p.a. over 2 years to 400m

• p.a. whilst improving customer service and retention levels. 1997 - 2004 Cumfy Footwear Ltd (Supplier of footwear to M&S) www.cumfy.com Supply Chain Director - Responsible for the management and strategic direction of the groups supply chain, including group procurement,

• reporting to Managing Director. Full Budget & P + L responsibility - Responsibilities included Inbound and Outbound logistics - freight, duty, contractor sourcing and negotiations and

• Warehousing and Transport operations. Key Achievements include - Site closure (workforce 600+) - organisation of closure and disposal of stock, raw materials, plant and machinery. - Formulation of detailed contingency plans for all sites - Strategic review of UK operations successfully completed

• Achieved transfer of business to new premises of circa 200k sq ft on schedule & budget

• Achieved savings in excess of 1m pa

• Saved 3% on annual operational budget of 1.8m

• Introduced One Stop Call Centre, handling in excess of 500 calls per day - Development of support systems for new corporate clothing operation with 350% growth

12.

• 1989 1997

• The Big Red Lion Company (Food Wholesaler) www.BRL..co.uk

• Head Of Supply Chain

• Responsible for the strategic direction and management of UK distribution (spend circa 30 million), multi site operation with 5 main sites, in excess of 1million square feet of warehousing, r responsible for 360 staff in multiple sites, covering administration, customer services, order management, supply chain finance team, inventory control, planning, plus a major specialised packaging unit.

• Key Achievements include

• Achieved and maintained high levels of customer service at lowest sustainable cost. (OTIF 79% increased to

• 99.5%)

• Integration of distribution operations, systems, and staff following major acquisitions - significant savings in

• excess of 0.5m achieved.

• Management of major rail freight operation, maximising usage and cost effectiveness.

• Contract negotiations, implementation and management.

• Initiatives with major retailers e.g. JS intermediates.

• ITT preparation and evaluation.

• Implementation of Bluetrack pallet control system

• Achievement of substantial operational savings (Saved circa 5m pa).

• Project management, including Promix supply chain systems implementation.

• Leadership of award winning project teams.

• Specification, project management and implementation of distribution software

• Design of new high bay Distribution Centre; project managed warehouse move

• Introduction of bar coding applications and data transmission on vehicle fleet

• Customer facing role. Established individual delivery systems for key accounts

• Reduction of despatch time from five days to next day

• 1987-1989 (Third Party Logistics) www.salvesen.com

• Christian Salvesen

• Distribution Centre General Manager

• Managing a Sainsbury account with success measured in terms of generating 1.5 million

• additional revenue and improved service in accordance with budgetary constraints

• Co-ordinating a fleet of 125 tractor units and 200 trailers with 150 permanent drivers and 50 agency staff

• Developing and implementing driver and management development programmes and reducing the number

• of drivers required

• QUALIFICATIONS & PROFESSIONAL MEMBERSHIPS

• MSc in Logistics (Cranfield)

• BSc in Logistics (2:1) Loughborough University

• CPC

• Chartered Institute of Purchasing and Supply CIPS

• Charter Member Institute of Logistics and Transport CMILT

• PERSONAL DETAILS

• Excellent health

• Enjoy sport (ski-ing, golf, tennis), cooking, travelling, music

13.

• GRADUATE CV

• John Jones

• 24 Mansfield Drive, Leicester LE19 5DS

• Tel: (0116) 234 1234 Mob: 07766 123344 chrisj @email.com

• Profile

• Mathematics graduate, keen to find a position as a Trainee Accountant.

• Numerate and meticulous, with experience of working for a firm of Chartered Accountants and gaining a good understanding of what is required in an Accountancy practice

• Education & Qualifications

• 2005-2008

• University of Leeds

• BSc (Hons) 2.2 in Mathematics

• Subjects studied: Business Studies, Computer Studies, Calculus, Geometry & Topology and Catastrophe Theory

• 1998-2005

• Hamilton High School.

• GCE A Levels: Mathematics [A], Economics [B], Chemistry [B].

• GCSE: Maths [A*], English Language [A*], Chemistry [A*], Economics [A*], Physics [B], Geography [B].

• Work Experience

• Summer 2008

• Tesco Distribution Warehouse Colleague

• Picking orders for despatch to Tesco stores

• Summer 2007

• Bray & Co (Accountants) Administrative Assistant

• Assisted Senior Partner, completing audits on major companies

• Handled incoming telephone calls to the Senior Partner from other companies and members of the public.

• Organised and maintained Senior Partner's filing system.

• Typed reports on an IBM Compatible PC using the WordPerfect word-processor.

• Devised a new filing system to maintain the files held by the department.

• Solved users PC problems including sorting out spreadsheets, explaining how to use complex features in

• word-processing packages

• Summer 2006

• Hamilton Community Centre Co-ordinator

• Vacation job at a community centre for the elderly

• Organised local advertising drive which increased the number of elderly people coming to the centre by 20%.

• Organised games for people attending in the afternoons.

• Escorted some of the elderly people to and from the centre.

• IT Skills

• IBM Compatible PCs running Microsoft Windows, MS-DOS, WordPerfect, Word for Windows, Lotus 1-2-3 and Microsoft Visual C.

• Additional Information

• Driving Licence: Full, clean.

• Interests

• At University, organised a charity quiz for RAG, which raised 5000.

• Rugby Union, Badminton, cinema and theatre.

• :

14.

• What do you understand an Interim Manager is?

• Hands on short term manager

• Business problem solver

• Consultant

• One off Project Manager

• Why are you interested in becoming an Interim Manager?

• Short term until permanent employment or a career move

• Would you make a good Interim Manager?

• Being a good interim manager is not the same as being a good corporate manager.

• Think carefully before you decide

• Can you cope with starting a new project every few months? Can you survive financially during periods of no income?

• Are you happy to live away from home when necessary?

• Assignments may be too far from your home to be able to commute daily

• How will you obtain assignments?

• Recruitment agencies, specialist interim agencies, networking

• Do you have good networking skills?

• You will need good networking skills to secure opportunities

• How well do you interview?

• Companies require Interims immediately and the appointment process is quicker than the corporate process. You must be able to sell yourself quickly and confidently.

• Do you have the skills to quickly assess what's going on in a totally new environment?

• You need to be able to analyse quickly, develop solutions and have the confidence to deliver solutions on time and within budget.

• Have you thought about?

• Daily Rate - How much can you charge

• Indemnity Insurance

• Sole Trader Limited Company Cash Flow Bank Account

• Annual Accounts Invoicing

• HMRC National Insurance

• IR 35 VAT

• Is your CV up to scratch?

• Start with a summary profile of yourself

• Emphasise your specialist area and how many years of experience you have had

• Concentrate on what you have done well, which may not be what you did in your previous or current

• position

• Summarise (in a paragraph) your successful outcomes

• Focus on your main functional experience and what you have to offer to clients (may not be the same as

• your next step on the corporate career ladder)

• Maximum four pages of A4

Interim Management Questions to ask yourself

15.

• John Brown The Poplars, Spratton Northants, NN17 6XA

• Tel: 0104 123456 Mobile: 07785 123456 E-mail: info@jonbrown.co.uk

• An Operations Director with International experience in acquisition, integration, disposal and turnaround situations gained in a variety of manufacturing businesses and having excellent analytical, leadership and communication skills and effective in both large blue-chip and venture capital backed environments.

• Core Areas of Expertise

• Asset/Business restructuring in UK, Europe, USA and Australia from concept to implementation.

• Project Management; formulating, scoping, implementing and driving projects to achieve benefits on time.

• Developing effective teams and achieving results through people utilising accountability, objectives and KPIs.

• Lean manufacturing programmes including benchmarking, outsourcing and change management.

• Working capital improvements.

• Total Business Process optimisation.

• General management of operations focused on customer service and profit improvement.

• 2001

• JB Associates Ltd Interim Management

• Whatman Plc Project Director

• UK owned 116m t/o leaders in separation technology

• Appointed to implement Booz Alan Hamilton recommended Operations reorganisation involving USA site closure.

• Analysed Booz Alan Hamilton recommendations and modified into practical format

• Compiled practical implementation plan

• Implementation curtailed by purchase of Whatman by GE Healthcare

• Trimite Group

• UK privately owned 20m t/o Paint Manufacturer

• Invited by The Business Development Group to participate in turnaround of this underperforming business, leading the key operational cost saving projects.

• Restructured the business model; identifying 3 SBUs and implemented a 12% staff reduction saving 700k.

• Defined and implemented a streamlined distribution strategy saving 500k/annum.

• Business Process Mapping and controls (SOPs etc) implemented saving 500k/annum in raw material wastage and

• reduced stock levels by 500k with fundamental reorganisation of the raw material warehouse.

• 300k of raw material savings made by supplier partnerships, substitution, and reformulation.

• Traded profitably after 6 months and acquired by new owners.

• HSSL Ltd

• City funded 16m t/o Medical Products Assembly and Distribution to retail

• Invited by Considine Associates to lead the Supply Chain consolidation project following a major acquisition.

• Within 3 months improved on time by line delivery by 400% for 8000sku business & stock accuracy by 900%.

• Defined and implemented processes and procedures necessary for planned MPS/MRP system.

• Implemented MRP scheduling/forecasting system.

• Sericol Operations Consultant

• US VC owned 120m t/o Printing Ink Manufacturer

• Rapidly identified key problem areas and gained buy-in to major restructuring/business plan.

• Built and led cross functional task teams achieving inside 6 months 50% reduction in OTIF non-compliance;

• identification and sale of 1.6m of slow moving stock and further 1m from inventory/ERP alignment.

• Bousfield Interim General Manager

• UK VC owned 16m t/o chemicals manufacturer and distributor

• Appointed to reverse declining market share and profitability.

• Restructured business with 20% headcount reduction and introduced centralised planning.

• Led successful cost saving initiatives improving production yields and quality, reducing raw material costs by

• empowering small task teams to think the unthinkable and enabled the shareholders to raise further capital.

• Pactiv Corporation Interim Operations Director

• UK division 60m

• Recruited to catalyse the development and implementation of a growth business strategy for this 4 site, under achieving, polymer conversion business supplying high volume thermoformed plastic packaging materials for food industry.

• Rationalised production including site closure (Wales) & development of 2 northern sites (relocation of old & purchase

• of new machinery) achieving the targeted benefits (2m), within the budgeted costs and timeframe.

• Personally led sensitive discussions with Welsh Development Agency, local MPs and unions.

• Centralised the group logistics within time/cost framework closing 4 warehouses and improving customer service.

• Implemented the Lean Manufacturing Excellence Programme cutting conversion costs by 30% to 470/te.

• Led purchasing/development team saving 5% on 24m purchasing spend; outsourcing sandwich packs to China.

• Overall enabled company to increase market share and doubled profitability to 5% ROS.

16.

• EARLY CAREER

• 1988 2001

• Burmah Castrol

• Burmah Castrol Chemicals t/o 890m Group Operations Controller 1997-01

• Promoted to lead implementation and project management of key supply chain projects (i.e. business processes, purchasing, inventory, manufacturing, warehousing and freight) including:

• Developed, implemented and project managed the Foseco Foundry Division, Pan European supply chain rationalisation

• programme.

• Relocated manufacturing from 2 satellite sites (France & Germany) to streamlined main site (Germany).

• Integrated an acquisition (SMC Bilbao) within 12m budget achieving benefits of 5m.

• Member of Foseco acquisitions committee.

• Relocated key manufacturing facility for Fosroc UK producing annual benefits of 1.5M

• Coatings Division (subsidiary of Chemicals) t/o 120m Operations Director 1994-97

• Promoted to define, implement and project manage best practice improvements across the Global Supply Chain.

• Reorganised the European business to a customer-focused SBU structure (3 SBUs) including acquisition integration.

• Relocated the wax business - including plant - to Chorley (acquisition site), built a new office block at Crayford (head office) and a

• new warehouse at Chorley with closure & sale (housing) of the Bury site yielding 2mpa benefits.

• Reviewed Australian Operations and personally led the transfer of the manufacturing facility from Sydney to Melbourne, building 2

• new warehouses and an office block; closing the head office in Sydney

• Defined the Business Strategy for USA division implementing major rationalisation saving 1mpa.

• Reorganised APP Division of Coatings in Holland producing benefits of 0.25mpa.

• Restructured the Cables Division utilising business process/key problem area analysis producing savings of 0.5M.

• Over 2 years delivered 50% improvement in ROS (6%-9%) reducing manning levels by 30%.

• Dussek Campbell (subsidiary of Coatings) Operations Director 1988-93

• Recruited with responsibility for purchasing, production, engineering services, inventory control, shipping, distribution, Health and

• Safety and Quality Assurance to rationalise and improve effectiveness of this 4-site operation.

• Coordinated and project managed the transfer of the Solignum business, including the manufacturing facility, to a new site at

• Marlow on time and with zero customer loss.

• Redeveloped the Erith site including plant relocation, developing half the site for disposal, building and commissioning of a new

• light oil based plant and selling the wharf for 400K; productivity was improved by 35%.

• Achieved Accreditation of BS5750 (Part 1) for two main sites, followed by the formulation and implementation of a Total Quality

• Programme and subsequently a Kaizen programme.

• 1986 1987

• Ault & Wiborg Paints Operations Director

• Recruited to direct production, purchasing, engineering and all operational functions in order to improve market competitiveness for this major automotive refinishes paint factory t/o 18m 145 staff.

• Recommended and implemented resin plant closure with no redundancies, saving 130K p.a.

• Reduced raw material stocks and working capital by 200K, selling back slow moving lines.

• Transferred the business following sale to Berger (Hoescht) including plant and stocks, closing 2 sites.

• 1982 1986

• Croda Resins Operations Director

• Recruited to manage production, Health & Safety, purchasing and distribution and subsequently promoted to total responsibility for the London site, reporting to the M.D. in Hull t/o 6m, 64 staff.

• Implemented a six week production planning cycle, rationalised and computerised stock, using MAAPICS on an IBM 38, overall

• reducing stock levels by 25% and delivery complaints by 90%.

• 1979 1982

• International Paint (Courtaulds) Manager, Resins Production

• Headhunted to manage resin production of 450 te/week at the major London factory. 50 staff.

• Negotiated with TGWU in a strongly unionised plant a trouble-free labour cutback of 20%.

• 1969 1979

• British Industrial Plastics (Turner & Newall)

• Works Chemist 1976-79

• Technical Officer Research & Development laboratories 1969- 76

• 2 patents on powder coatings

• Qualifications: University of Loughborough Management School - T&N condensed MBA 1976-77 University of Leicester BSc(hons) Chemistry 1966-69

• Courses : Total Quality Management University of Bradford Management School;

• Kaizen; Masaaki Imai London; Balanced Scorecard London

• Many in house senior management courses at Burmah Castrol and Courtaulds

17. 3 Symington Way Market Harborough LE16 7XA 0845 474 1732 info@ jlc -solutions.co.uk www. jlc -solutions.co.uk www.interim4u.co.uk