In 2010 Richard Hoque launched GetFoundDigital.co.uk providing a range of services for B2B businesses including the set-up and operation of the Hubspot inbound marketing platform. Richard worked as the agency’s principal managing specialist sub-contractors for projects such as website builds, PPC, blogging etc.Richard soon realised piecemeal projects had limited benefits for clients. An integrated approach combining a range of digital marketing techniques broadly under the themes of ‘Get Found’, ‘Convert’ and ‘Nurture’ sustained over a period of time yielded sales results. Richard began working as a Fractional CMO for a handful of B2B businesses, which means allocating time weekly to a client and taking full responsibility for their marketing activities with the objective of delivering sales enquiries for their sales team.Richard’s USP is his extensive pre-digital experience in the B2B sector as business/corporate development executive with the Swiss technical services multinational, SGS Group, and as a management consultant with Arthur Andersen Business Consulting. He understands the perspectives of the buyer and seller in the B2B buying process, and the challenges B2B companies face in going to market. His B2B experience combined with digital expertise enables Richard to deliver quickly and effectively for clients.

Have provided interim management to clients in online services:• On behalf of TNS Gallup (www.tnsglobal.com, world leading market researcher) and its’ online technology supplier Bluemetrix, project managed using Agile approach the full software development lifecycle of the new streaming measurement service for TNS’ European online media clients. In dialogue with end customers (through country sales teams) and day-to-day management of the development team based in USA, Ireland and Japan, developed the product to enhance user productivity and to take best advantage of the capabilities of the available technology. Also re-developed the existing online traffic measurement service. Project managed the Systems Administration team through the deployment country by country across Scandinavia and the Baltic States.• For Canadian music industry professional, project managed the full software development lifecycle, including design, build and successful launch of this internet music site (online social), www.theamplive.com, to serve the Canadian Eastern seaboard. This site included features such as flash media player, download capability, user driven content, online forum etc• For TNS Gallup addressed the significant customer service shortfalls of the traffic measurement service (online service) provided to TNS’ European online media clients. Carried-out a customer needs analysis and facilitated a Working Group of stakeholders drawn from TNS Scandinavian country operations, Cork technology provider and TNS HQ in London. Established the Systems Administration dept to provide near 24/7 systems support and preventative maintenance. Implemented cross-organisational issue tracking system.• For Flextime Ltd (a provider of online flexible-working time measurement software) supported the international development of the business, including setting-up a regional agents network in the UK.

Gibraltar based venture capital group. My role to provide strategic direction and where necessary interim management to Early Stage technology companies within the MVC portfolio:• Anam Ltd, telecoms software to major Telcos such as BT. Strategic review and direction at board level. Led to the re-focusing of the company• Strategic review and direction to eModular Ltd, a provider of document management software. Led to the re-focusing of this company and the de-merger of Transtest• Executive Chairman to Transtest Ltd. Set-up this technical services company as independent unit and successful turnaround by service process optimisation and cost control• In the environmental services sector, set-up Plastic Packaging Europe Ltd, including negotiation of the distributor agreement in Japan with the innovative technology manufacturer• Eco-Safe Ltd, an environmental services company, facilitated consortia bid involving two other companies, and led the tender project team for an island of Ireland environmental tender

In the Project Phase, recruited and led the 14 person project management team to set-up this public service for the Irish Government and the SGS Group (www.sgsgroup.com), within one year from green-field through to launch. Including:• the sourcing of local partners and construction of 43 leaseback facilities nationwide,• the specification and software development of company-wide Oracle based IT system, • the sourcing & installation of €7 million worth of test & IT equipment,• the recruitment & training of over 300 staff nationwide• setting-up of in-house Contact Centre, website and direct mailing contract• public communications programme covering TV, radio, newspaper etc• managed relations with unions, including negotiating the resolution to a major national disputeIn the Operating Phase:• set-up the organisational structure and management control systems across departments• led the operations management team incl. weekly, annual & triennial operations planning• for SGS Group, prepared 1, 3 and 5 year strategic plans/budgets annually, • implemented SGS Group finance & risk management systems, • established performance review, management and staff development programmes etc.• led monthly Service Level Agreements review meetings with PWC • achieved over 90% customer satisfaction levels annually, as measured by PWC.

Responsible for the strategic development of business units in UK & Ireland employing over 2000 people nationwide, including the collection and analysis of business information across a range of businesses, which led to executive decisions for me to:• lead the successful tender for car testing contract in Ireland. Benchmarked European providers, and designed new service for the customer using Customer Needs Analysis / Journey Mapping• negotiate acquisition of ICI’s Teeside lab, and asset purchase of Rio Tinto Zinc’s minerals lab• negotiate business sale of SGS engineering inspection division to HSB Engineering Insurance

The following are only some consultancy projects carried-out:• IMO Industries, global aerospace and automotive component manufacturer. Project managed European arm of this global performance improvement assignment, resulting in cost reductions• Audit Commission, UK public auditing body for health and local government. Carried-out economy and efficiency review of business processes. Project recommendations implemented.• BNFL, nuclear company: reviewed processes for project financial reporting within the commercial dept. Implemented new business process to meet UK Treasury’s reporting requirements• Electronics Co, manufacturer of batteries and components. Process Mapped operations and IT systems, identifying customer service shortfalls. Developed Customer Service Improvement Plan• Sycamore Holdings. Strategic review of assigned operating company, led to decision to divest. Success fully managed business sale process, incl. selling memorandum and negotiations • Nortel, telecoms OEM. Business Process Reviewed the UK Customer Services Division, Creditors and Debtors functions. Customer Needs Analysis led to Customer Service Improvement Plan• Hoffmann-La Roche (now Novartis), global pharma. Assignment to evaluate the market potential of NCE for European market, incl. interviews with potential clients in Europe & market modelling• Healthcare: Identified the customer service requirements of a business unit supplying the dental sector and developed Customer Service Improvement Plan

• Post acquisition management team to convert this loss-making plant to profitable business in France, now part of Dailycer• Change managed the factory operations from daytime/weekday to 24/7 production• Project managed major capital investments programme and new product development team

• Hands on shop floor experience, followed by engineering commissioning of new process plant