I have spent 22 years in talent acquisition, building and running talent operating models across in-house, offshore and outsourced settings for global and domestic organisations. After leading Talent Acquisition at UGL (part of CIMIC Group) I moved on to be responsible for talent operating model design in Randstad’s APAC RPO and MSP division. Finishing my career at Randstad as the leader of their management consulting division in APAC.

Across all of that work and all the those transformations, one pattern kept repeating. The discovery and design stage of a TA transformation is usually done well. It is genuinely interesting work and teams throw themselves at it. But once the design is finished and the excitement wears off, implementation quality drops away. Good designs sat on shelves. Organisations spent real money and concluded that transformation does not work, when the truth was that the design was never given the governance or the protected time it needed to be built.

I built MACS Advisory to solve that one problem. We are a teach-them-to-fish firm, not a land-and-expand one. I would rather leave a client with a capable team and a model that is actually running than keep them dependent on me. That is why the program teaches your people to do the design work themselves and then coaches them through the build, instead of me doing it for you and billing for as long as I can stretch it out.

It is also why we keep the Experience Review independent, and why MACS takes no agency or vendor customers on. When I assess your function, I have nothing to sell you at the other end of it. That independence is the whole reason the assessment is worth anything.