Lessons from a Courageous Entrepreneur
I was privileged to work with Fiona Wilson on numerous occasions when in the UK. This interview is a glimpse into the thinking of a young professional shifting from a corporate executive’s mindset into the exhilarating world of private enterprise. The courage and vision Fiona shares are worthy of special note. Enjoy her story, Catherine King (Jan. 2020)
Fiona Wilson, Managing Director, FJWilson Talent Service, United Kingdom
Fiona Wilson is Managing Director of FJWilson Talent Services (FJWTS: fjwilson.com), a business she founded in 2009.
FJWTS’ clients are organisations for professionals. They include membership organisations, awarding bodies and learning providers.
Clients use FJWTS’ solutions to help them recruit fresh talent and to make the best use of the talent they already have specifically in senior and mid-level roles.
Previously she worked for Adecco’s professional staffing brands: she was Operations Director of Jonathan Wren, Ajilon, and then of the London 2012 (LOCOG) contract. Before that, she worked for Kelly Services. Fiona’s early experience in sales was developed at Hobsons, part of the Daily Mail Group, where her clients comprised professional membership bodies, universities, and employers.
Fiona has been a “Pilotlighter” since 2010 (www.pilotlight.org.uk). As part of a ‘Pilotlight team’ Fiona has worked on five programmes helping chief executives of charities and social enterprises to build capacity and make more impact.
How, and when did you first get into the talent industry?
Having worked in education publishing for six years, in 2003 I took a 6-month belated ‘gap year’ experience in India. I did voluntary work whilst taking some time to decide what to do next. I knew I wanted to combine my love of sales with commercial and people management.
A couple of key people in my professional network suggested recruitment. In 2003 I joined Kelly Services as a ‘competency-based hire’ from an assessment centre. My task was to open and manage a new branch in Hammersmith.
You’ve stayed in the industry: what do you like about working in the sector?
I thrive on the degree of changes. For example, change brought about my online development, such as growing connectivity. And change in candidates’ expectations –- for example, the growing importance of employment branding and the demand for flexible and remote working.
I enjoy learning how organisations function and how they revolve around their greatest asset, namely people. The business of talent acquisition is always related with other aspects of organisations, such as their strategy and business plan. I particularly enjoy developing long-term relationships – especially when we become a trusted supplier who is viewed as a specialised extension of an organisation’s HR team.
The biggest buzz comes always from establishing a wonderful two-way match between the employer and the candidate, leading to a durable placement.
Prior to launching FJWTS, you worked for some large employers. What motivated you to launch your own business?
I wanted to maximise the time I spent on the aspects of talent acquisition that I enjoy and minimise the amount spent on administration -– such things as internal meetings and email management. I also didn’t want to devote energy to playing corporate politics or fixating on short-term returns.
I wanted to build a business founded on a strong customer-service model and to work with clients that ‘got’ and suited our model – and to be free to choose to not work with or exit clients that didn’t!
One further point: the ability to work truly flexibly was never present in my previous career, so I wanted to forge a working life where I, and my team, enjoy this entitlement.
Over the first decade, what have been the main challenges?
The endless drive, commitment, energy and belief that has been required to create something sustainable out of literally nothing! — Our business has never had debt, never accepted any external investment.
Initially, a challenge was to develop the acumen to generate the sufficient cash-flow to meet the needs of a growing business and to scale the balance sheet.
Operationally, I’ve need to work out how to build a business comprised of remote-based workers across the country; to hire and develop a team who can deliver independently of me; and avoid the trap of allowing unnecessary meetings and emails to creep in as we have grown. Part of the solution has been to integrate our internal communications, using in particular video meetings (using Zoom) and messaging (on Skype) to minimise disruption to the working day.
On a personal level I’ve needed to find my own voice, shorn of big-corporate vocabulary. And to withstand the challenges of major life events: bereavements; illnesses; medical operations; miscarriage; and relocating and moving house. And (more positively!) of having a child.
Through it all I’ve learnt to let go, 100%, of the thought of ever working for another employer.
And what changes in the market have you observed in that time?
At the junior role (aka ‘commodified’) end of the scale, new technology has made it easier for in-house teams to effect their own recruitment. That’s why we don’t deal with junior roles at all. At mid- and senior levels, though, it remains the case that talent agencies can add value.
For example: internal recruiters sometimes attempt to fill a role but then feel dissatisfied with the field they come up with; or they tend to have difficulty discovering passive candidates; or they might be less effective at discovering.
What’s your vision for FJWTS long term?
Throughout the history of our company, we have been inspired by the story of Sophie Macpherson. Her business, SML, sources talent for leading institutions in the art world – employers such Christie’s, Sotheby’s, and the Scottish Gallery. Our vision is to become the equivalent for our sector, which comprises organisations for professionals — membership organizations, awarding bodies, and learning providers.
Outside work, how do you spend your time? What makes you tick?
Anything horse-related is a winner.
I also enjoy going to gigs — mostly electronic rock’n’roll stuff from the ‘80s and early 90s…). And I like camping and visiting places with a beach.
Wisdom From a Citizen of The Crown:
The importance of love in the workplace.
A well-known and high profile figure, Paul has spent over 40 years within the recruitment industry. He is the former Managing Director of Office Angels, Board Director of Adecco UK & Ireland and Chief Talent Officer of Hudson UK, Ireland, and the Middle East. Watch this insightful video as Paul speaks to career aspirations and success.
The Pursuit of Happiness
“We hold these truths to be self-evident…endowed with unalienable Rights…among these are…the pursuit of Happiness…” with the word ‘Happiness’ capitalized according to the authors. Brave souls who penned the Declaration of Independence in the Americas over two centuries ago in what was then a New World remain an inspiration for leaders of our time.
Today, many leaders of the world’s companies and organizations, whether large or start-up innovators, are modern pioneers in the new world of technology and science. They are the latter-day disrupters that are carving paths through a wilderness that is in some ways as daunting and unexplored as those in the early days of the sixteenth century.
Yet, even a cursory view of organizations seeking such brave talent to explore these new worlds, are void of the words that tap into the hearts of most people on the planet – the desire to be happy. Masked in the business jargon of “employee satisfaction” there hints a deeper need for human beings within the workplace: the need for happiness.
Business professionals seldom mention this goal when discussing their career aspirations. Their common stated desire is for higher compensation, equity ownership, or the next rung on the corporate ladder…these are seemingly rational reasons for the business professional’s next career.
Many years ago, the first executive placement I ever made was that of a Chief Financial Officer. The placement was unintentional, as I was then a very young and green recruitment representative in a temporary employment agency. My first interview was with a mature gentleman who had been with an oil company that had recently shed many thousands of employees. This gentleman (and he was exactly that – a gentleman) had a quality rarely seen in many executives –humility. He sat attentively through an indoctrination for new employees, as the benefits associated with becoming an hourly temporary employee were very thoroughly explained. Admittedly, I did not immediately grasp his salary requirements ($225k annually), but boldly pressed on and offered him a temporary accounting assignment for a company at a nominal hourly rate. He accepted. He was assigned to a company outside his sector of experience and was soon hired as that company’s new CFO shortly after starting his hourly temporary job. When I called him to check on how he was enjoying his new job, he said he was “not just happy, but very happy.”
What he taught me so many years ago, was a lesson in humility.
That is the first step in seeking what so many of us desire but are hesitant to articulate in our search for a meaningful profession or career. The pursuit of Happiness is the foundation of what makes a successful executive. It takes humility to articulate this desire – even if only to ourselves. We are trained and educated in sophisticated ways that teach us to speak the language of business that is full of intelligent-sounding phrases that demonstrate our expertise in our respective fields. This expertise and knowledge are of course necessary, as is the ability to explain our experience.
However; wanting to be happy in what takes up a good portion of our lives – the world of work — is to be human. Do not be hesitant to articulate this desire to yourself as an essential ingredient in your next career.
Be brave and be happy.
Catherine King, Founder & Executive Consultant, Crown Talent Assets