Case Studies

The selection of case studies below provide a snapshot of how we work in partnership with our clients.
21st December 2015

External Chair of Board of Trustees – Durham University Students’ Union (DSU)

Having recently embarked on a new three-year strategy, DSU sought a new Chair of its Board of Trustees with the confidence and drive to ensure the delivery of its ambitious new student-focused vision.  After ending a long history of commercial activity, the students’ union’s new priorities included improving democratic engagement with students, creating a sustainable and dynamic staff team and attracting investment for a significant building refurbishment. DSU needed an experienced Chair who could both support its Chief Executive and lead its Board of Trustees to provide strong governance, fresh thinking and oversight of the Union’s strategy, management and finances.  The Chair also had to be diplomatic with excellent stakeholder engagement skills as it was anticipated they would play a critical role in further developing the Union’s relationship with Durham University. When DSU commissioned Peridot Partners to find its new Chair we faced the tight deadline of appointing a candidate within just over a month.  We consulted closely with DSU to agree a condensed search and selection process to fit their timescales, consisting of detailed briefings (including one day on site), a tightly focused search period, telephone screening interviews with short-list worthy candidates and support at the final panel.  Critical […]
21st December 2015

4 External Trustees for Board of Trustees – London South Bank University Students’ Union (LSBUSU)

After incorporating as a charity, LSBUSU sought four External Trustees to work alongside elected Sabbatical Officer and Student Trustees as part of their new and forward thinking Board.  While student engagement proved a real challenge for LSBUSU, the opportunity to support the executive team to increase student representation and engagement and improve the profile of the students’ union was an amazing non-executive opportunity. LSBUSU sought to attract External Trustees who collectively possessed a range of leadership, governance, financial, higher education, human resources and stakeholder engagement experience who would equally contribute to the shaping and success of LSBUSU’s future strategic vision.   External Trustees would need to engage deeply, measure strategic impact, collaborate closely with less experienced graduate age Trustees and bring creative new ideas to the table. LSBUSU engaged Peridot Partners to run a full search and selection campaign to recruit its External Trustees, including one LSBU alumni.  Our headhunting included but went well beyond ‘traditional’ alumni channels, and through bespoke research and networking we took this exciting opportunity to a relevant mix of experienced senior leaders.  We ran first interviews in partnership with LSBUSU Sabbatical Officers, and arrived at a varied short-list of candidates.  Having the Sabbatical Officers deeply engaged and […]
21st December 2015

Director of Fundraising – Hft

Hft is a nationwide learning disability charity delivering outstanding services for over 2,600 people and developing a powerful voice for those with learning disabilities, their families and carers. Their vision is a world where people with a learning disability are valued equally, listened to and included. Tragically, the charity lost their previous Director of Fundraising to illness and the team had been led by an interim for 6 months prior to our engagement. Our approach involved a detailed briefing day where we met the chief executive, executive directors, trustees, and senior members of the fundraising team to developing our insight into the organisation, role and fundraising context.  We identified a need for an experienced fundraiser who could understand the opportunities for fundraising within a large service delivery operation, appreciating the conflicting priorities that can occur in such environments. This person needed an interest of and experience in other functions of the charity if they were to realise the potential of the fundraising team to contribute broadly to the corporate agenda. Having developed our case for attraction we mapped the South West region to identify talented fundraisers and set about proactively approaching these individuals to gauge interest. We also tapped into […]
21st December 2015

Bloodwise

Bloodwise (formerly known as Leukaemia and Lymphoma Research is the only UK charity dedicated to finding better treatments and cures for all blood cancers, including leukaemia, lymphoma and myeloma. Following the appointment of a new Director of Fundraising Bloodwise sought to hire three Fundraising Leadership Team positions; Head of Individual Giving, Head of High Value Partnerships and Head of Corporate. This was an opportunity to transform the fundraising capacity in the organisation with new skills and experience, but also required people who could fit with Bloodwise’s culture and values. It became clear very quickly that a bespoke approach to the recruitment and assessment process would be required to ascertain the cultural fit and the values of potential candidates, as well as the usual skills and experience requirements. We met with senior stakeholders including the Chief Executive, Director of Fundraising,some of the fundraising team and the HR Business Partner to ascertain all we could about Bloodwise and the context to this recruitment process. What were the expectationsof these new hires? How were the existing income streams performing and what needed to be raised in order to continue the groundbreaking research into blood cancers? How are the values of the organisation translated into the culture […]
21st December 2015

Chief Executive – Earl Mountbatten Hospice

  Earl Mountbatten Hospice (EMH) provides a comprehensive palliative care service to the residents of the Isle of Wight.  EMH is often referred to as the ‘Island’s favourite charity’ and has an aspiration to be the lead provider of palliative care providing high quality services that exceed the expectations of the Island community.  It is a much loved institution that has touched the lives of most people on the Isle of Wight. An organisation with around 200 staff and over 500 volunteers, EMH has been through a period of unprecedented change.  When we first met in December 2013 their Chief Executive was due to leave in February 2014. We were appointed to run a search and selection process for the new Chief Executive, as well as source an Interim Chief Executive to manage a handover and deliver on some key objectives, whilst the search for a permanent successor was taking place. We appointed an Interim Chief Executive and, as it transpired, she stayed in post for over 12 months leading a turnaround situation which required fine-tuning in terms of systems, processes, policies, procedures, staff moral, senior management structures and relationships between executives and Trustees.  Sadly the Chairman decided to step […]
18th December 2015

Chief Executive – Brightside

Brightside is a charity that seeks to raise disadvantaged young people’s aspirations and awareness about education and career pathways and enhance their capability to achieve those aspirations. With a firm belief that talent should define opportunities for young people, not background they provide online mentoring and resources working with over 100 different organisations (in higher education and employers)and supporting over 45,000 disadvantaged young people delivering good outcomes for mentees. After more than five years at the helm, their Chief Executive, Dr Tessa Stone, was moving on and they were seeking an inspirational leader as her successor. At a pivotal moment in their development, they needed a Chief Executive to deliver organisational growth: extending their reach, diversifying their partners, growing the size of their projects (and income) , and ensuring that they were able to fully evaluate impact on mentees. Peridot worked closely with the Chair and a proactive trustee board to draw out the key characteristics and experience required of their next Chief Executive ascertaining that the individual needed to be an accomplished communicator, able to build and sustain effective stakeholder relationships, and leverage these to secure new income streams. With strategic vision and a developmental approach to management, they […]
18th December 2015

Director of Development and Membership – Arthritis Action

Arthritis Action is a membership charity dedicated to helping people with arthritis live a more active life with less pain through a programme of self-management, particularly through diet and physical therapies. The charity had recently undertaken a major strategic review and their new strategy sought to substantially change a previously quite traditional organisation and to drive an increase in members, including through developing a truly national presence, through a range of branches and moving the head office from the South coast to London. This was a challenging role, which required a broad mix of skills, including strong experience of building a membership base and business development, but also service and operational development. With a small existing staff team who would remain in the South coast office, we were looking for an individual who could work on their own initiative, with real entrepreneurial flair, and who could potentially move into the role of Chief Executive within the next year. Our search focused on individuals in membership and business development roles, particularly within health and social care charities with branches and members, but also within self-help organisations, professional membership organisations and commercial organisations with complex membership structures. Our shortlist included a former […]
18th December 2015

Head of Marketing – Action for Children

Peridot had been engaged to work with the Executive Director of Operations to support him in the appointment of a newly formed team with the Head of Marketing being a key appointment. They would need to support the organisation in bringing a sharper focus to marketing and business development, improving the performance of the internal marketing team, and work in an integrated way with the operations and bid team providing: marketing intelligence, competitor and customer insight; information for bid development and supporting the transition to a more enterprising and sales-oriented culture. Externally they needed to re-shape key messages to re-position the organisation and better demonstrate impact. The over-arching strategy was for growth, both in current markets but also new areas, so this individual needed to bring experience of new business development and growing market share. Our briefings revealed that B2B marketing expertise was essential, as was an ability to set a new marketing strategy and be a strong advocate for marketing and its value in supporting growth. Additionally, experience in developing team performance was key, as was working with sales colleagues on bid and contract development and more broadly with other stakeholders. Whilst understanding of children’s social care was beneficial […]