The Southern Renewals Enterprise is the most extensive implementation of the Project 13 collaborative programme leadership methodology to date. The SRE approached Newsom Consulting to carry out an executive search to find the SID Director.
The Southern Renewals Enterprise is the most extensive implementation of the Project 13 collaborative programme leadership methodology to date. The SRE approached Newsom Consulting to carry out an executive search to find the SID Director.
The Southern Renewals Enterprise is the most extensive implementation of the Project 13 collaborative programme leadership methodology to date. This ambitious initiative is driven by a coalition of five key partners: Network Rail, VolkerFitzpatrick, Octavius Infrastructure, Atkins, and VolkerRail.
The Enterprise is set to revolutionise the Southern Region's rail infrastructure over the next 10 years. This encompasses CP7 and CP8, with an approximate total value of £9 billion.
On the recommendation of several of the partners the Southern Renewable Enterprise (SRE) approached Newsom Consulting to carry out an executive search to secure the Southern Integrated Delivery (SID) Director. The role is in effect the Managing Director of the alliance, responsible for leading the SRE to deliver it’s five stated outcomes, reporting to the equivalent of the alliance board.
The SID Director needed a comprehensive understanding of the SRE’s objectives, integrated multi-party organisation and business culture - particularly the approach to collaborative alliancing.
The successful candidate would oversee an organisation executing £800m of renewals work annually, though driving collaboration in the alliance and it’s wider eco-system. They would need to demonstrate leadership, a proven history of working effectively within multi-party organisations, and the ability to influence key stakeholder and the eco-system.
To find candidates with the required level of collaborative experience, we developed a list of prominent infrastructure alliances, joint ventures, and integrated delivery teams. Candidates with significant experience in one of these models would likely demonstrate the collaborative leadership style essential to succeed in this role.
The research for this role was international. We knew that Australian infrastructure projects had adopted alliancing before the UK, so we ensured that they were included in the selection process. The programme was of such scale that it was likely that candidates working overseas with some links to the UK may be open to relocating for it.
After receiving feedback on the longlist research, candidates were approached regarding the opportunity. Many were attracted to the role, with the Project 13 methodology seen as a positive change to rail infrastructure delivery.
The main challenge with this role was to find candidates with the right collaborative leadership style. The SRE wished to embrace a new approach and way of working, and some candidates we interviewed did not have sufficient experience of alliancing or the ability to work effectively in a multi-party organisation.
It was also important that our consultants really understood the significance of the opportunity and how pivotal the SID alliance is to the wider industry adopting the Project 13 principles. In having this understanding, it allowed them to really sell the role to candidates who weren’t actively looking to move.
The five alliance partners also put forward some candidates from their organisations to be interviewed and assessed by us with feedback provided.
From a longlist of 71, Newsom Consulting presented a shortlist, following 1st interviews 3 candidates were taken forward to final interview from which the interview panels first choice candidate was secured. The successful candidate was a female leader, Liz Baldwin, with 25 years’ experience delivering capital programmes, whichincluded alliancing models. She was an ideal fit for the Southern Renewals Enterprise and has transitioned well into her new role.
