The Situation
A national construction provider had secured a leading, multimillion‑pound council contract for a long‑term programme involving planned and capital works, and a large directly employed workforce. The board needed an Operations Director to take full ownership of the contract, leading the General Manager and over 200 staff, plus two Contracts Managers each responsible for £10m+ workstreams. The commercial team of 12 also sat within this remit.
The Consequences
The contract was strategically critical. Without the right leader, delivery risked slipping, behaviours across the TUPE‑transferred workforce could deteriorate further, and the client’s reputation with the council could be damaged. Competitors were aware of the contract length and ready to take it, along similar public‑sector frameworks. Instability would be damaging. Cultural fit was equally vital. The employer brand was strong, and the board rejected more candidates on behaviours than capability.
The Challenge
The brief demanded a leader capable of stabilising a complex, politically sensitive environment. Over half the workforce had been TUPE’d from the council, including several difficult mid‑managers who had disrupted internal cohesion. It required someone with experience of managing a similar, considerable contract.
The client also wanted to avoid attracting direct competitors, insisting the search focus on sectors managing large, complex council contracts. Although this widened the search, it required careful calibration with the client to ensure skillsets and cultural alignment were in line.
The Approach
The search combined deep market mapping with behavioural assessment, ensuring shortlisted candidates could lead a large workforce, manage £20m+ delivery streams, and reset expectations across inherited teams. 80 individuals were identified.
The Result
Over 20 candidates expressed an interest. Ultimately, four made the client’s shortlist with two progressing to final interviews.
The preferred candidate came from a utilities background. Although not directly from the client’s industry, this person had the blend of leadership familiarity required, together with experience of leading multi-million-pound local authority contracts.
Does this resonate?
If your organisation delivers complex public sector contracts, the right Operations Director isn’t always found in your immediate competitor set. Sometimes the best leaders come from adjacent sectors where scale, scrutiny, and behavioural expectations are even higher.
Let’s talk — mgoldsmith@mgheadhunting.co.uk / 07570 740490
