BUSINESS PROFILE
Growth has also come from attracting top-tier talent. I emphasised talent and culture as the foundation for building the right company while integrating the acquired companies into ONE BIP. Matt Darling and Leticia Chalamet joined us from Accenture, where we were looking to lean on their ability to scale at pace while bringing culture together. We’ ve also attracted exceptional professionals from the big four and more agile consultancies, building a culture that blends traditional expertise with next-gen thinking. This is about more than recruitment, it’ s about creating a new consulting DNA.
That’ s how BIP is becoming known, not just as one of the fastest-growing firms, but one of the best, recognised by The Financial Times and trusted by FTSE 100 leaders.
What’ s the business’ approach to management?
For me, client management is all about building credibility and innovation, and that starts long before we’ re officially engaged. At BIP UK, we make a real effort to understand a client’ s needs upfront. We don’ t just respond to tenders with generic decks; we go in with tangible, tailored proposals that reflect the actual challenges they’ re facing. It’ s about showing them we’ re already thinking like a partner, not a vendor.
Over the years, both myself and other BIP partners have built relationships that have allowed us to compete head-to-head with the big four and win. We’ ve done that by proving ourselves early, being clear on what we’ ll deliver and then following through.
The reality is clients are looking for a partner which can navigate the intersection of people, technology and pricing. Yes, we need to be competitive, but we also need to be impactful and credible. Delivering results they can measure, outcomes they can feel. That’ s how we’ ve earned our place, and I believe our growing credibility in the UK market has been key to helping us stand out.
Roei Haberman, CEO, BIP UK
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