At the Advanced Engineering event, big data was a key subject that was discussed across the conference, it's a huge opportunity but not an easy journey. 

Our study profiled 144 UK interim executives using PROPHET, a business-focused profiling tool that helps individuals understand their strengths in a commercial context and how they can bring value to their organisation. 

At the EEF Conference, Jeremy Corbyn’s speech was particularly interesting around challenges facing the Engineering and Manufacturing sectors in the UK. One factor which Corbyn raised was the lack of skills available. For many, there is a growing area of concern with the shortage of skills and talent, and it’s apparent at all levels within the Leadership Pipeline. I would argue there is an immediate talent solution available. Could a senior Interim Manager help businesses develop existing middle management into the leaders of the future? I've worked with interim executives where they've been used in a mentoring capacity for 3-6 months and the value added has been huge. An example of this comes from a conversation I had with a client to ascertain the impact an interim in my network had made on a previous assignment. The interim executive mentored the existing team, held them to account and helped problem solve on a key project. The client stated t

I attended a fascinating panel discussion hosted by Unity Trust Bank (thank you Margaret Willis) with a focus on "profit with purpose". The impressive panel included Dr Rebecca Harding, Virginia Mead-Herbert, Chrysta Poppitt and Alison Reid. The discussion was around centred around #profitwithpurpose i.e. a socially responsible and profitable business model, but the subject matter encompassed all number of issues faced by women in the workforce. The speakers brought to life not only hard data on gender inequality in the workplace, but coupled this with rich life experience stories and words of wisdom. Female progression within the workplace is impacted by the culture of the organisation and gender bias both positive and negative. Overwhelmingly the panel, endorsed by the audience, want to see promotion on merit rather than a quota filling exercise in the workplace. ‘Progression on merit’ is impacted significantly by the company having a more open culture, which includes