table partners search presentation to ssp

© 2009 TABLE PARTNERS

Proibida reprodução ou circulação por qualquer meio, sem autorização formal, escrita, de TABLE PARTNERS

S E A R C H

SIGMA SEARCH NETWORK

Annual Partners MeetingMilan, April 2009

T A B L E P A R T N E R S P R E S E N T A T I O N

© 2008 TABLE PARTNERS. Reprodução proibida.

• What brings us here

• The role of exec searching

• How we are doing it

• Why SSI

GA G E N D A

© 2009 TABLE PARTNERS. Reprodução proibida. 33

When we started our careers

W h a t b r i n g s u s h e r e




• The Kiel Week did not receive 3.5 Million visitors

• Sao Paulo (Brazil) did not have 11 M inhabitants

• China did not have 53 cities with more than 1 M residents

• The MBTI was not applied to more than 2.5 M people annually (in the US alone!)




CEO

Sales CFO “other things”Industrial


Now... It’s a crowd




Comitê de

Auditoria

Conselho deAdministraçã

o

Conselho deFamília

Fundação( )ONG

Comitê de RH

CEO

Unidade de

1Negócio

Unidade de

2Negócio

Unidade de

3Negócio

Unidade de

4Negócio . . Unid Neg Shared

.Servs

Conselho de

Acionistas

Unidade de

5Negócio

VP RHDO

CFO

VPJ urídico

. VP OperIndustriais

. .Rel Instit

Comitê de

Finanças

Auditoria



Comitê de

Auditoria


o

Conselho deFamília

Fundação( )ONG

Comitê de RH

CEO

Unidade de

1Negócio

Unidade de

2Negócio

Unidade de

3Negócio

Unidade de


.Servs

Conselho de

Acionistas

Unidade de

5Negócio

VP RHDO

CFO

VPJ urídico


. .Rel Instit

Comitê de

Finanças

Auditoria

There’s no way THIS guy can command & control

this group

• No time available

• Overwhelmed by sheer number of interdependencies



Comitê de

Auditoria


o

Conselho deFamília

Fundação( )ONG

Comitê de RH

CEO

Unidade de

1Negócio

Unidade de

2Negócio

Unidade de

3Negócio

Unidade de


.Servs

Conselho de

Acionistas

Unidade de

5Negócio

VP RHDO

CFO

VPJ urídico


. .Rel Instit

Comitê de

Finanças

AuditoriaThis guys, on the other hand,

are VERY smart

• Know how to avoid (visible) conflict

• One never demands accountability from another

• Know how to fight “invisible” battles

• Know how to avoid things getting done (when they have nothing to gain from it)


So how does it feel?





• That the organization does not “respond”

• Meetings are boring; everything important is discussed behind closed doors

• What is accorded is never done ― deviations and delays are the norm

• The CEO seems to be the only one to hold team members accountable

• Organizationwide morale is low, roles and priorities unclear ― life is miserable




72%

28%

Outgoing CEOs in US & UK 1995

47%

53%

2001

Fired

Retired or dead

turnover 53%>

Sources: Booz&Co. Lucier & al., 2005; Globe & Mail, October 16, 2002, p. C10.


Why should we care?



Why should we care?


• Through innefficient corporations, that compromise the competitiveness of our economies, to the expense of tax-payers, wagers and local suppliers (such as ourselves)

• Through dysfunctional financial institutions (and regulators)

• Through expensive and innadequate health systems, education systems and other universal services

• Through life-threatening, un-movable multilateral organisms

Because we all pay for it


Can we do something about it?



Can we do something about it?


Yes, we can

© 2008 TABLE PARTNERS. Reprodução proibida.




• Why SSI

GA G E N D A


First thing is to realize that effective teamwork is a discipline

T h e r o l e o f e x e c s e a r c h i n g

• It’s the discipline that is missing at the top of large, complex organizations

• DISCIPLINE = a set of KNOWLEDGES and PRACTICES

• Just like Finance or Production & Resources Planning

• It’s not taught in our families, schools, universities or companies

• It’s still in its infancy (think Finance in the 1500’s) ― but there’s a new generation of thinkers and practitioners


Because it’s a discipline, groups do not turn into effective

teams by themselves

• Leaders ― CEOs, Chairmen ― have to learn it

• Team members ― executives, board directors ― have to learn it



After years of frustrating results, a breakthrough

• Old News: rafting and tree-hugging do not work

• Good News: on-the-job learning does

• Bad News: how do you train CEOs and top-executives on-the-job ?!



After years of frustrating results, a breakthrough

• Old News: rafting and tree-hugging do not work

• Good News: on-the-job learning does

• Bad News: how do you train CEOs and top-executives on-the-job ?!

At the T A B L E !



Two approaches• Patrick Lencioni’s (Table Group) approach:

give them a good, tested packaged program

• Table Partners’ approach:

– Transform Strategic Planning or any other large project into a learning, leadership development experience

– Build their awareness during career transitions

– Transform the HR VP into a coach of the top team



This is TABLE PARTNERS SEARCH mission

Two approaches• Patrick Lencioni’s (Table Group) approach:

give them a good, tested packaged program

• Table Partners’ approach:

– Transform Strategic Planning or any other large project into a learning, leadership development experience

– Build their awareness during career transitions

– Transform the HR VP into a coach of the top team



TABLE PARTNERS SEARCH's mission is to provide a recruiting process, for top positions in large,

complex organizations, that improve the

effectiveness of their leadership teams and

boards

S E A R C H

T A B L E P A R T N E

R S

F A M I L YC O U N S E L L I N G

L E A D E R S H I P D E V E L O P M E N T

S T R A T E G YC O N S U L T I N G



Two critical roles


• TPSearch specializes in senior HR positions evangelize HR VPs on their role as coaches of the executive team and the CEO (it also helps penetrating a crowded market)

• “Spread the message” to clients and candidates


Four differentiators

H o w w e a r e d o i n g i t

1. Counseling selected candidates, during first 100 days

• For every project: Employer Brand Situation Report + Comparable Compensation Report

3. Heavy on analytics

• Substantiate, formalize and discipline inevitable trade-off

• Inform 100-day counseling

1. Network-centered, rather than database-centered

• Affiliation to invisible professional networks trumps affiliation to companies as predictors

• Linked-In, not “our executives database"

• Map and search network of client's top-performers


Who we’re bringing onboardH o w w e a r e d o i n g i t

• CEO, Table Partners, with over 20 years experience in management consulting, in firms such as K2 Achievements, Booz&Co and Gemini

• Executive experience in financial institutions such as Brasilpar and Liberty Mutual

• Main clients include: Organizações Globo, Abril, Discovery, SKY, NET, Telemar/Oi, BRT/iG, Itaú Seguros, Hannover/HDI, Lucent, Avaya, and Avon

• Taught undergraduate business – Strategy, Finance and Operations Research – at Faculdade São Luís (SP, 1987-’92). Active guest speaker at Fundação Getulio Vargas, IBMEC, USP/FIA and UNAERP

• Civil Engineer – IME, Instituto Militar de Engenharia (RJ, 1983); MSc. Mathematics – IMPA, Instituto de Matemática Pura e Aplicada (RJ, 1985); Certified MBTI Practicioner – CAPT (Florida, EUA, 2005)


S E A R C H

S T R A T E G YC O N S U L T I N GMauro

Mello• Managing partner, Search practice, with 14

years experience in executive search and corporate HR management

• LatAm Recruitment Manager at EDS, responsible for over 700 monthly hires in 15 countries

• Over 10 years experience at international search companies, such as Korn/Ferry, PMC Amrop Hever and Dobroy International, responsible for Professional Services Practice

• Psychologist – PUC, Pontificia Universidade Católica (SP, 1995) fluent in English and Portuguese, with good command of Spanish and Hebrew

Daniela Tessler


S T R A T E G YC O N S U L T I N G

Who we’re bringing onboardH o w w e a r e d o i n g i t

• Managing partner, Strategy practice, with over 10 years experience in management consulting, at Booz&Co. and K2 Achievements, following a previous corporate career

• Served clients in banking, food & beverages, media, health and education industries, in LatAm and Africa

• Corporate experience concentrated in Marketing and Business Development, at Telefonica and Credicard (largest Brazilian card issuer)

• BSc. in Engineering and MBA (Fundação Getulio Vargas, SP)


S E A R C HJoão Navarro

• Managing partner, Leadership Development practice, with over 10 years professional experience in management consulting, corporate management and entrepreneurship

• Main clients, in companies such as Juran Institute, Gemini, and K2 Achievements, include: Shell, Embratel, BankBoston, Abril, NET, BRT/iG, and Itaú

• Experience in Competitive Intelligence in steel and telecom industries

• Industrial Engineer – Columbia University (NY, 1995) fluent in English and Portuguese, with good command of Spanish and French

Fernanda Gomes


$4m4Heidrick & Struggles 6

$2m4Boyden10

$2m4Tasa11

$3m6Ray & Berndston9

$6.5m13Transearch4

$54m80Total

3

7

4

4

8+14

8

8

# Partners

$1.5mA2Z 12

$3.5mPMC Amrop Hever8

Estimated Revenues (US$ million)

$4mSpencer Stuart7

$4mRussell Reynolds5

$7.5mFesa3

$8mEgon Zehnder2

$8mKorn Ferry1

Everybody and his brotherW h y S S I


What we dream of in an international network

W h y S S I

1. Teaming-up with a motivated group of experienced entrepreneurs

2. Being vested in a valuable, growing, global brand

3. Becoming preferred providers of major global organizations

4. Exchanging experiences, knowledge and networks in a global scale

• Helping develop the necessary enablers (e.g. global delivery capability), specialization (industry/ function?) and differentiators (“why SSI”) to compete for global accounts

• Cross-generating opportunities/ leads


What we do

Vulnerability-based TRUST

Comfort to CONFLICT

COMMITMENT

ACCOUNTABILITY

RESULTS

• Identify and discuss individual strengths and weaknesses (MBTI)

• Spend considerable time in face-to-face meetings and working sessions

• Understand individual team member’s natural confl ict styles

• Acknowledge confl ict is required for productive meetings

• Establish common ground rules for engaging in confl ict

• Review commitments at the end of each meeting • Adopt a “disagree and commit” mentality — all team

members are committed regardless of disagreements

• Explicitly communicate goals and standards of behavior

• Regularly discuss performance versus goals and

standards

• Keep the team focused on tangible group goals

• Reward individuals based on team goals and collective

successs


SA EÚDAliança

PUCPR • SANTA CASA

SA EÚDAliançaSA EÚDAliança


Who we have worked with


SA EÚDAliança


SA EÚDAliançaSA EÚDAliança



• Implementation of AVAYA in LatAm (2000)


$


http://www.atriumtelecom.com.br/home.asp



• Principal BLEC brasileiro – Building-Centered Local Exchange Carrier

– Mais de 2,000 clientes (companhias)– Mais de 300 grandes edifícios servidos– Mais de 1 milhão de metros de cabos– Mais de 30 milhões de minutos /mês– Serviços de voz, dados e imagens

• Recebe descontos das operadoras de longa distância, ao mesmo tempo que provê tarifas vantajosas para seus clientes

• Dispensa o cliente de investir em infraestrutura de telecom (PABX, terminais, linhas, etc.)

• Reconhecida, em 2003, como a 2ª empresa que mais cresceu no Brasil, pelo jornal Valor Econômico

• A Atrium foi uma joint venture, de 2001, entre grandes investidores imobiliários brasileiros, fundos de investimento americanos – GE Capital, Advent e JPMorgan – e a K2

• Vendida para a Telefonica, em dez-2004, por US$ 100M

• Desenhou • Implementou• Capitalizou• Operou• Aportou gestores• Exerceu “voto de

Minerva”, no Conselho

• Apoiou a venda

$

