Name: Marco Previero
Position: Co-Founder and Finance Director
R3Location, Co-Founder and Finance Director (United Kingdom): 2011 – Present
EY, Tax Director (United Kingdom): 2010 – 2011
Pricoa Relocation (BGRS), Vice President, Strategy and Client Relationships (United Kingdom): 2005 – 2010
KPMG, Senior Manager (United Kingdom): 1999 – 2005
A: Two major trends dominated the mobility industry in London in the 5-year period leading up to the creation of R3, back in 2011.
The effort to turn relocation support into simpler and cheaper services led to the consolidation of relocation management and global mobility companies and providers of peripheral relocation services, such as household goods companies, diversifying into more general move management. This was not altogether harmful – but it did damage quality of local destination service support for the more senior executives moving into more complex, sophisticated, mature locations such as London.
My co-founder, Anna Barker, and I spotted this gap. We consulted extensively at the time with human resource directors and in-house global mobility leaders. The messages were positive and encouraging. Large corporations in London were becoming frustrated by the lack of local expertise of larger mobility providers and the one-size fits all/jack of all trades approach that the relocation world was beginning to adopt. They were craving on-the-ground expertise to ensure senior expatriates received good quality, hand-held, tailored support locally. In July 2011, we decided to address the general dissatisfaction in the local market and founded R3Location Limited: a destination service provider with headquarters in Central London, providing high-touch comprehensive support across the life-cycle of the assignment.
A: Creating R3Location from scratch, with my business partner Anna Barker, and watching its staff, its reputation and its client base grow steadily and organically over the last 6 years has certainly provided a great deal of satisfaction.
The validation of our model and the entrepreneurial drive that always enables us to adopt a “blue sky/do the right thing” approach on how we deliver services, how we support clients and how we look after their assignees coming into London comes a close second.
The continuous endorsement of clients that have been with us since inception and those that have joined the journey along the way. We are grateful for their support and their encouragement that our model and desire not to be the biggest, but to be the best through a senior ‘hands on’ team that has an unrivalled blend of experience, innovation and skills can bear fruit in the long term.
And the appreciative feedback from assignees and their families never ceases to delight us. We meet many of them face to face, we get to know them well, and they provide a daily reminder of why we do what do: to help and support other human beings through the stress and anxiety of moving home and settling into a new country.
A: Have we done all that we could to delight the client for each and every move we manage? Can we look at ourselves and evaluate with honesty that we have tried our best at each and every stage? Customer service and the desire to provide the very best, keeps me up at night.
A: The industry is too fragmented and not specialised enough. There are too many companies, offering too many different services, with values proposition that are either too complex or not backed by tangible resources and capabilities (too many move generalists, not enough experts). Clients are generally confused, and assignees dissatisfied with services.
A: I don’t have any recommendations, rather, what’s important is how you record the data and how you use it to improve the quality of service you provide to your clients.
A: I would say be professional in everything you do. Be sensitive to cultural differences that can exist from a practical perspective when speaking to assignees for the first time. Continue to stay informed and communicate to your industry the way in which diversity and inclusion continues to evolve as part of existing policies.
A: Better, more consistent self-regulation – with consolidation of some of the larger companies into entities that invest in resources and capabilities more in line with values.