Retaining Your IP Through Our Flexible Business Model

Supporting the upskilling and development of a leading banks change function to enable the sustained growth of their team by leveraging Albany Becks ‘right to hire’ model.

Big Tick

The client was able to onboard specialists in a “try before you buy” capacity.

Big Tick

The client benefited from a reduced direct cost of the team.

Big Tick

The model is flexible enough that it can be used purely for augmenting teams during critical delivery cycles.

Big Tick

The employed consultants were better engaged, had better motivation and felt they had better self-worth.

Challenge

A global investment bank was undergoing strategic change in resourcing in order to develop the capabilities of their transformation function with a longer-term view of increasing their own FTE team and reducing their reliance on external resources.

The bank had developed a highly effective delivery team, though it was overly weighted in utilising “Big 4” consulting providers and an array of contractors. This led to the bank being potentially overexposed to not retaining the IP of the function, or at least having what they felt was considerable ownership.

With their limited supplier options and with restrictive non-solicitation clauses, they weren’t able to retain the best talent within their programmes of work. They required a flexible solution which would work both in terms of securing the right talent, and in a cost-effective way.

Challenge

Solution

We provided the client with a multi-channel delivery framework, developing a ‘right to hire’ model, specifically geared towards their current strategic goals.

We utilized our market leading talent acquisition team, to source across a diverse range of skillset including Data Analysis, Business Analysis, Project Management & PMO (to name a few) – across a range of locations too, we also transferred some of the key existing contractors to permanent Albany Beck employees so they could remain on the engagement.

Solution

Results

We were able to provide the client with a flexible Employed Consulting Model that enabled them to continue successfully executing business critical programmes on time and to budget, and gave the client a view on their talent pipeline with agreed timelines to transition this team to internal FTE.

This particular engagement model led the bank to adopting it across their North America & Asia PAC offices where previously they had struggled with similar staff retention and sustainable scaling permanent staff.

Results

Contact Us

Matthew Penney

Managing Partner

Matthew Penney