2. Identification & Engagement of ‘Industry-Leading’ Candidates Based on the briefing discussion and our experience and understanding of the sector we would conduct a comprehensive research exercise to ascertain relevant organisations in the public and private sectors that may house candidates with transferable skills that could be applied to the role at LTE group. We would seek to understand the following factors about target organisations spanning the public and private sectors to identify candidates that potentially have the required transferable skills. • Scale of estate portfolio • Number of buildings across estate portfolio • Type of buildings (asset class/primary usage, technical complexity, level of public footfall, state of condition, age/era/type of architecture of buildings) • Scale and nature of capital programme • Type of stakeholder groups/end users prevalent across the organisation and estate portfolio If the organisations that we identify possess similarities to LTE group across the majority of the above factors, we would go ahead and identify the individual responsible for leading the estates/facilities/property management function.
Prospective source areas
If LTE group is to attract ‘industry leading’ candidates for the Estates Director role we would recommend that prospective candidates should be considered from the following target areas:
Estate Owner Occupiers - Public and Education Sectors
Candidates in this pool will form a primary source area as they are undertaking roles with comparable characteristics to those found with the role at LTE group and are set in a similar context.
Candidates could be operating at Deputy Director of Estates level with a specific remit for asset management and capital development in large-scale (£200m plus t/o, £50m+ p.a. capital programmes) or at Director of Estates level in organisations with a comparable scale portfolio and capital development programme to the one found at LTE group.
Other Estates Owner Occupiers - Private sector
From our experience over a number of years this candidate pool can be static in terms of supply of candidates with appropriate skills as organisations deliver capital projects in varying ways. However, the airports, science and tech- nology sectors have proven to be relevant source areas due to these areas having comparable scale programmes and technically-complex campus-based estate portfolios with some comparable characteristics to those found at LTE group.
The Consultant / Advisory Sector
Based on the brief this market could also provide a suitable pool of relevant candidates as senior-level candidates specifically working within estates, property and project management consultancies on behalf of client organisations in the above sectors may have gained strong relevant matching experience of advising on and potentially leading (via secondment) comparable property transformation/capital development programmes to the one found at LTE group. Once identified candidates from outside of the education sector currently operating in public and particularly private sector organisations may not understand the scale, complexity and ambition of LTE group from an estates and development perspective. We will engage with these individuals both via written and oral correspondence and communicate the extent of the opportunity in the most compelling manner possible. We have developed a deep-rooted understanding the scale, diversity and challenge of estates development and management in the education sector and believe that we can make a compelling career case to individuals outside of the sector in both the public and private sectors.
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