Associate - Remuneration consultancy

Alan Mitchell ,
London, Greater London
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body {font: normal 400 13px/16px 'Open Sans','Helvetica Neue',Helvetica,Arial,sans-serif;color:#333;margin:10px;}p,span,div,b,i,u{ line-height: 120% !important; font-family: 'Open Sans','Helvetica Neue',Helvetica,Arial,sans-serif !important; } Associate role in Executive remuneration consultancy Business My client is based in central London and advises the boards of dynamic, growth companies on pitching and structuring executive and senior team remuneration. Their clients are premium, including: AIM-listed, established private companies, venture capital backed companies and start-ups - and all of them are companies where boards and shareholders see the value of incentives within remuneration. Many of them are international. Over the last ten years, they have worked for over 150 companies and the pace of growth is accelerating. There is a great opportunity to build a strong, high quality business and they need to increase the size of the team. Beyond repeat business, client and non-executive director referrals, the bulk of referrals come from London-based investment banks, broking firms, lawyers and other corporate advisers. The essence of the role is helping companies structure and put in place remuneration and incentive structures which their owners/shareholders will understand and support. Role General support in providing advice and assistance to companies on executive remuneration including learning about companies, client interaction and management, data collection and analysis, developing remuneration and incentive structures, drafting reports, modelling, marketing, data base management. Direct client contact. Qualities sought * Applicants should be able to demonstrate a particular interest in growth companies and the challenges they face * You should have enthusiasm, energy and stamina. * You need strong writing and numeracy skills, with one to three years' experience in a professional environment. * You must become confident in dealing with senior executives and non-executives, modelling and expressing complicated ideas clearly and simply. * An understanding of growth companies and shareholder perspectives is more important than previous experience in executive remuneration or human resources. 1

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