Table Partners Search Presentation to SSP

S IGMA S EARCH N ETWORK Annual Partners Meeting Milan, April 2009 T A B L E P A R T N E R S P R E S E N T A T I O N

What brings us here

The role of exec searching

How we are doing it

Why SSI

G A G E N D A

When we started our careers W h a t b r i n g s u s h e r e

When we started our careers

The Kiel Week did not receive 3.5 Million visitors

Sao Paulo (Brazil) did not have 11 M inhabitants

China did not have 53 cities with more than 1 M residents

The MBTI was not applied to more than 2.5 M people annually (in the US alone!)

W h a t b r i n g s u s h e r e

When we started our careers W h a t b r i n g s u s h e r e CEO Sales CFO “ other things” Industrial

Now... It’s a crowd W h a t b r i n g s u s h e r e

W h a t b r i n g s u s h e r e Comitê de Auditoria Conselho de Administração Conselho de Família Fundação (ONG) Comitê de RH CEO Unidade de Negócio 1 Unidade de Negócio 2 Unidade de Negócio 3 Unidade de Negócio 4 Unid. Neg. Shared Servs. Conselho de Acionistas Unidade de Negócio 5 VP RHDO CFO VP Jurídico VP Oper. Industriais Rel. Instit. Comitê de Finanças Auditoria

There’s no way THIS guy can command & control this group

No time available

Overwhelmed by sheer number of interdependencies

W h a t b r i n g s u s h e r e Comitê de Auditoria Conselho de Administração Conselho de Família Fundação (ONG) Comitê de RH CEO Unidade de Negócio 1 Unidade de Negócio 2 Unidade de Negócio 3 Unidade de Negócio 4 Unid. Neg. Shared Servs. Conselho de Acionistas Unidade de Negócio 5 VP RHDO CFO VP Jurídico VP Oper. Industriais Rel. Instit. Comitê de Finanças Auditoria

This guys, on the other hand, are VERY smart

Know how to avoid (visible) conflict

One never demands accountability from another

Know how to fight “invisible” battles

Know how to avoid things getting done (when they have nothing to gain from it)

So how does it feel ? W h a t b r i n g s u s h e r e

So how does it feel ?

That the organization does not “respond”

Meetings are boring; everything important is discussed behind closed doors

What is accorded is never done ― deviations and delays are the norm

The CEO seems to be the only one to hold team members accountable

Organizationwide morale is low, roles and priorities unclear ― life is miserable

W h a t b r i n g s u s h e r e

So how does it feel ? W h a t b r i n g s u s h e r e Outgoing CEOs in US & UK 1995 2001 Fired Retired or dead turnover 53%> Sources: Booz&Co. Lucier & al., 2005; Globe & Mail, October 16, 2002, p. C10.

Why should we care ? W h a t b r i n g s u s h e r e

Why should we care ?

Through innefficient corporations, that compromise the competitiveness of our economies, to the expense of tax-payers, wagers and local suppliers (such as ourselves)

Through dysfunctional financial institutions (and regulators)

Through expensive and innadequate health systems, education systems and other universal services

Through life-threatening, un-movable multilateral organisms

W h a t b r i n g s u s h e r e Because we all pay for it

Can we do something about it ? W h a t b r i n g s u s h e r e

Can we do something about it ? W h a t b r i n g s u s h e r e Yes, we can

What brings us here

How we are doing it

Why SSI

G A G E N D A

First thing is to realize that effective teamwork is a discipline

It’s the discipline that is missing at the top of large, complex organizations

DISCIPLINE = a set of KNOWLEDGES and PRACTICES

Just like Finance or Production & Resources Planning

It’s not taught in our families, schools, universities or companies

It’s still in its infancy (think Finance in the 1500’s) ― but there’s a new generation of thinkers and practitioners

T h e r o l e o f e x e c s e a r c h i n g

Because it’s a discipline, groups do not turn into effective teams by themselves

Leaders ― CEOs, Chairmen ― have to learn it

Team members ― executives, board directors ― have to learn it

After years of frustrating results, a breakthrough

Old News: rafting and tree-hugging do not work

Good News: on-the-job learning does

Bad News: how do you train CEOs and top-executives on-the-job ?!

After years of frustrating results, a breakthrough

Old News: rafting and tree-hugging do not work

Good News: on-the-job learning does

Bad News: how do you train CEOs and top-executives on-the-job ?!

At the T A B L E ! T h e r o l e o f e x e c s e a r c h i n g

Two approaches

Patrick Lencioni’s (Table Group) approach: give them a good, tested packaged program

Table Partners’ approach:

Transform Strategic Planning or any other large project into a learning, leadership development experience

Build their awareness during career transitions

Transform the HR VP into a coach of the top team

Two approaches

Patrick Lencioni’s (Table Group) approach: give them a good, tested packaged program

Table Partners’ approach:

Transform Strategic Planning or any other large project into a learning, leadership development experience

Build their awareness during career transitions

Transform the HR VP into a coach of the top team

This is T ABLE P ARTNERS S EARCH mission T h e r o l e o f e x e c s e a r c h i n g

T ABLE P ARTNERS S EARCH ' s mission is to provide a recruiting process, for top positions in large, complex organizations, that improve the effectiveness of their leadership teams and boards T h e r o l e o f e x e c s e a r c h i n g S E A R C H T A B L E P A R T N E R S F A M I L Y C O U N S E L L I N G L E A D E R S H I P D E V E L O P M E N T S T R A T E G Y C O N S U L T I N G

Two critical roles

TPSearch specializes in senior HR positions  evangelize HR VPs on their role as coaches of the executive team and the CEO (it also helps penetrating a crowded market)

“ Spread the message” to clients and candidates

What brings us here

How we are doing it

Why SSI

G A G E N D A

Four differentiators

Counseling selected candidates, during first 100 days

For every project: Employer Brand Situation Report + Comparable Compensation Report

Heavy on analytics

Substantiate, formalize and discipline inevitable trade-off

Inform 100-day counseling

H o w w e a r e d o i n g i t

Network-centered, rather than database-centered

Affiliation to invisible professional networks trumps affiliation to companies as predictors

Linked-In, not “ our executives database "

Map and search network of client's top-performers

Who we’re bringing onboard

CEO, Table Partners, with over 20 years experience in management consulting, in firms such as K2 Achievements, Booz&Co and Gemini

Executive experience in financial institutions such as Brasilpar and Liberty Mutual

Main clients include: Organizações Globo, Abril, Discovery, SKY, NET, Telemar/Oi, BRT/iG, Itaú Seguros, Hannover/HDI, Lucent, Avaya, and Avon

Taught undergraduate business – Strategy, Finance and Operations Research – at Faculdade São Luís (SP, 1987-’92). Active guest speaker at Fundação Getulio Vargas, IBMEC, USP/FIA and UNAERP

Civil Engineer – IME, Instituto Militar de Engenharia (RJ, 1983); MSc. Mathematics – IMPA, Instituto de Matemática Pura e Aplicada (RJ, 1985); Certified MBTI Practicioner – CAPT (Florida, EUA, 2005)

H o w w e a r e d o i n g i t S E A R C H Mauro Mello

Managing partner, Search practice, with 14 years experience in executive search and corporate HR management

LatAm Recruitment Manager at EDS, responsible for over 700 monthly hires in 15 countries

Over 10 years experience at international search companies, such as Korn/Ferry, PMC Amrop Hever and Dobroy International, responsible for Professional Services Practice

Psychologist – PUC, Pontificia Universidade Católica (SP, 1995) fluent in English and Portuguese, with good command of Spanish and Hebrew

Daniela Tessler L E A D E R S H I P D E V E L O P M E N T S T R A T E G Y C O N S U L T I N G

Who we’re bringing onboard

Managing partner, Strategy practice, with over 10 years experience in management consulting, at Booz&Co. and K2 Achievements, following a previous corporate career

Served clients in banking, food & beverages, media, health and education industries, in LatAm and Africa

Corporate experience concentrated in Marketing and Business Development, at Telefonica and Credicard (largest Brazilian card issuer)

BSc. in Engineering and MBA ( Fundação Getulio Vargas, SP)

H o w w e a r e d o i n g i t S E A R C H Jo ã o Navarro

Managing partner, Leadership Development practice, with over 10 years professional experience in management consulting, corporate management and entrepreneurship

Main clients, in companies such as Juran Institute, Gemini, and K2 Achievements, include: Shell, Embratel, BankBoston, Abril, NET, BRT/iG, and Itaú

Experience in Competitive Intelligence in steel and telecom industries

Industrial Engineer – Columbia University (NY, 1995) fluent in English and Portuguese, with good command of Spanish and French

Fernanda Gomes S T R A T E G Y C O N S U L T I N G L E A D E R S H I P D E V E L O P M E N T

What brings us here

How we are doing it

Why SSI

G A G E N D A

Everybody and his brother W h y S S I $4m 4 Heidrick & Struggles 6 $2m 4 Boyden 10 $2m 4 Tasa 11 $3m 6 Ray & Berndston 9 $6.5m 13 Transearch 4 $54m 80 Total 3 7 4 4 8+14 8 8 # Partners $1.5m A2Z 12 $3.5m PMC Amrop Hever 8 Estimated Revenues (US$ million) $4m Spencer Stuart 7 $4m Russell Reynolds 5 $7.5m Fesa 3 $8m Egon Zehnder 2 $8m Korn Ferry 1

What we dream of in an international network

Teaming-up with a motivated group of experienced entrepreneurs

Being vested in a valuable, growing, global brand

Becoming preferred providers of major global organizations

Exchanging experiences, knowledge and networks in a global scale

W h y S S I

Helping develop the necessary enablers (e.g. global delivery capability), specialization (industry/ function?) and differentiators (“why SSI”) to compete for global accounts

Cross-generating opportunities/ leads

What we do Vulnerability-based TRUST Comfort to CONFLICT COMMITMENT ACCOUNTABILITY RESULTS • Identify and discuss individual strengths and weaknesses (MBTI) • Spend considerable time in face-to-face meetings and working sessions • Understand individual team member’s natural conflict styles • Acknowledge conflict is required for productive meetings • Establish common ground rules for engaging in conflict • Review commitments at the end of each meeting • Adopt a “disagree and commit” mentality — all team members are committed regardless of disagreements • Explicitly communicate goals and standards of behavior • Regularly discuss performance versus goals and standards • Keep the team focused on tangible group goals • Reward individuals based on team goals and collective successs

Who we have worked with

Implementation of AVAYA in LatAm (2000)

Who we have worked with $

Principal BLEC brasileiro – Building-Centered Local Exchange Carrier

Mais de 2,000 clientes (companhias)

Mais de 300 grandes edifícios servidos

Mais de 1 milhão de metros de cabos

Mais de 30 milhões de minutos /mês

Serviços de voz, dados e imagens

Recebe descontos das operadoras de longa distância, ao mesmo tempo que provê tarifas vantajosas para seus clientes

Dispensa o cliente de investir em infraestrutura de telecom (PABX, terminais, linhas, etc.)

Reconhecida, em 2003, como a 2ª empresa que mais cresceu no Brasil, pelo jornal Valor Econômico

A Atrium foi uma joint venture, de 2001, entre grandes investidores imobiliários brasileiros, fundos de investimento americanos – GE Capital, Advent e JPMorgan – e a K2