The longest established mainstream Interim Management provider in the UK.

Our Mission is to provide outstanding flexible management resources to all our clients.

Russam GMS introduces Independent Executives/Interim Managers to manage Transformation, Restructuring & Turnaround assignments which include Operational Efficiency Programmes, Business Process Engineering Initiatives and Cost Reduction assignments.

A Message from Charles Russam, April 2009

We at Russam GMS are in continuous contact with Interim Managers with these skills and who also able to implement what they advise. Why not talk with us?

It is easy for a needy business to opt for the perceived security of a big name consultancy but many CEOs and their Boards know what needs to be done and rarely get surprised by advice given. Radical solutions are hugely outnumbered by obvious solutions. You just need someone with a track record of having done it before – and successfully. Russam GMS can find these skilled professionals quickly and at the right cost.

The Transformation, Restructuring & Turnaround Market in April 2009

From all the information and advice available in the market, there is much less turnaround work going on currently than many had forecasted. Partly, this is due to the increase in administration cases where businesses that had been finding it hard going even when credit was readily available, have now succumbed to credit pressure and called it a day – or their bank has called it for them –often by keeping quiet.

But what is happening to a greater extent than many had anticipated is that many businesses are reacting to the changing circumstances by “restructuring.” Clearly and inevitably, most of this is aimed at cost reduction – adapting not only to reduced funding but aligning their own corporate capabilities to the new trading environment. Obviously, this includes redundancies and closures of less profitable parts of their businesses, but, a surprisingly significant part is through finding efficiencies, better ways of doing things, re-shaping parts of their business which may be less profitable than planned but having a strategic role within their businesses. Alongside their Recovery work, a growing number of the major consultancies are also doing well, currently, in their Operational Advisory work – and many astute CEOs are questioning whether top advisors charging up to £5,000 per day could not be replaced with equally as effective top advisors charging up to £1,000 per day or substantially less to smaller businesses.