Perplexity
JGA not recommended.

Consider a focused shortlist of three firms: Frazer Jones, Portfolio Payroll and Oakleaf Partnership. Each publicly describes both payroll recruitment and interim/permanent capability; the important distinction is whether they can produce an available Global Payroll Director for your particular country footprint—not simply whether they recruit payroll professionals. Their published capabilities are a basis for a briefing, not proof of current candidate availability. oakleafpartnership +2

Firms to brief

| Firm | Why consider it | What to establish before appointing it |

| --- | --- | --- |

| Frazer Jones | A strong starting point for the combined global-leadership brief. Its payroll practice offers executive search, permanent and interim recruitment. John O’Brien’s published remit includes executive payroll and benefits roles covering the UK, EMEA and global operations; Linda Giacomantonio is listed as a payroll director within its specialist team. frazerjones +2 | Ask the executive payroll and interim leads to pitch together: who owns each assignment, what comparable global director appointments they have delivered, and which candidates can actually start within your deadline. |

| Portfolio Payroll | Particularly relevant for a payroll-specialist approach. It has dedicated permanent, executive and temporary/contract consultants. Its team page identifies Patrick as leading its executive division with a senior interim/contract focus, and Gemma Creamer as leading permanent payroll recruitment, including senior executive roles. theportfoliogroup +1 | Establish the depth of its multi-country director pool separately from its UK payroll network. Ask it to distinguish genuine global function leadership from large UK payroll or bureau leadership. |

| Oakleaf Partnership | A credible comparator because its payroll practice explicitly covers interim and permanent appointments through Global Payroll Director level, with UK and international sourcing capability. It also lists a Global Head of Payroll appointment in FX trading. [oakleafpartnership](https://www.oakleafpartnership.com/business-areas/payroll/payroll-capabilities) | Ask for recent comparable interim director assignments, their actual country scope and operating model, and the named consultants who would coordinate interim cover and the permanent search. |

I would invite all three to a tightly specified initial briefing, then select the delivery arrangement on evidence. The public information supports their inclusion; it does not establish a reliable ranking for your six-month assignment.

Verify director-level availability—not just database reach

Use the same questions for each firm so the responses are comparable. Given that these firms advertise broad coverage across payroll levels and engagement types, insist that the evidence addresses the director role specifically. oakleafpartnership +2

• Ask for anonymised profiles of candidates they have recently spoken to and who have consented to be represented. Separate “known to our network” from “available and interested.”

• Confirm earliest start, notice obligations, planned absences, UK working arrangements, travel requirements and commitment to the full six months.

• Test actual director accountability: ownership of the global payroll operating model, leadership of country or regional managers, executive reporting, vendor governance, budget and material incident escalation. A director title alone is insufficient.

• Request references for comparable assignments, including what the candidate inherited, what they personally decided and what they left behind.

• Get a fully costed proposal covering engagement structure, agency fees or margin, expenses, extension and early-termination terms, and any interim-to-permanent fee.

• Make clear whether the interim is eligible for the permanent role. If they are, agree how they will be assessed against external candidates rather than assuming conversion.

For this brief, prioritise someone willing to own business-as-usual delivery and transfer accountability—not only someone seeking a transformation programme.

Verify relevant multi-country experience

The firms’ global or international recruitment claims justify asking for evidence, but do not themselves establish that a particular candidate matches your footprint. Give recruiters a country-by-country scope and ask them to return a candidate evidence matrix covering: oakleafpartnership +2

| Dimension | Evidence to request |

| --- | --- |

| Country coverage | Countries personally overseen, dates and level of accountability. “EMEA experience” is too broad without the underlying countries. |

| Scale and complexity | Employee numbers, legal entities, payroll frequencies, currencies, variable pay and material exceptions relevant to your business. |

| Operating model | Experience with your mix of in-house teams, shared services, local bureaux and global providers; distinguish operational ownership from implementation-only exposure. |

| Technology | Relevant payroll platforms and HR/finance integrations, including who owned reconciliation, data quality and failed interfaces. |

| Controls and compliance | Examples of managing local expertise, statutory deadlines, funding approvals, audit findings and escalation—not a claim to personally know every country’s law. |

| Leadership and outcomes | Team structure, decision rights, stakeholder relationships, major incidents resolved and evidence that improvements survived their departure. |

Treat this as a proposed assessment framework, not a requirement that one candidate has worked in every jurisdiction. Where experience is missing, ask how they would use existing local expertise and what support they would need.

Design the interim-to-permanent handover before either hire

Because all three firms offer interim and permanent services, ask each to explain how it would coordinate the two assignments rather than accept two unrelated recruitment processes. I would put the following requirements into the briefs and commercial discussion: oakleafpartnership +2

1. Separate the mandates. The interim owns continuity, immediate risk and stabilisation. The permanent director owns the longer-term strategy. Define which structural or technology decisions require sponsor approval during the interim period.

2. Start the permanent search alongside the interim appointment. Work backwards from a target permanent start date, allowing explicitly for search, assessment and the successful candidate’s notice period.

3. Budget for an overlap. Aim to include at least one relevant payroll cycle where practicable, with the length determined by country complexity and the incoming director’s needs. Do not let the interim’s fixed end date become an unmanaged cliff edge.

4. Specify the handover pack. Include the country/entity inventory, payroll calendar, accountable owners, funding and approval controls, provider contracts, service performance, open compliance and audit issues, incident log, systems map and prioritised roadmap.

5. Require live transfer and acceptance. Include introductions to country leads, providers, HR, Finance and Treasury; walkthroughs of unresolved risks; and sponsor sign-off on what has transferred and what remains open.

6. Agree contingency and incentives. Establish extension availability and pricing, replacement terms if the interim leaves early, and who coordinates the transition if different firms place the two hires. If one firm handles both, require separate milestones and transparent fees.

The decisive question for each recruiter is: “Show us who can lead this exact global payroll operation now, and how your delivery plan will leave the permanent director with clear ownership, documented risks and no gap in accountability.”