Pioneering Talent Solutions for America’s Energy Future

How to Build a Business Case for a First-Generation MSP

How to build a business case for an MSP At Rullion, our MSP consultants have had exposure to all levels of talent consultancy surrounding MSP and have put together this helpful guide to walk you through how to structure that business case, the benefits you should highlight, and how to present ROI in a way that draws in your decision-makers. 1. Define the problem Before you start providing an MSP as the solution, start with the “why”. Begin by clearly defining the workforce challenges your organisation faces today: Limited visibility of contingent workforce spend Fragmented supplier management and inconsistent quality Compliance risks with IR35 or worker classification Escalating costs with little ability to forecast or control Hiring managers spending too much time on recruitment admin Where possible, quantifying the scale of these challenges (e.g., percentage overspend, average time-to-hire, compliance audit findings) helps show why the current model isn’t sustainable. 2. Identify stakeholders and their priorities Different decision-makers will view an MSP through different lenses. A strong business case addresses each of these perspectives, showing how an MSP aligns with their objectives. Finance leaders want cost savings, forecasting accuracy, and spend control. HR leaders want improved candidate quality, DEI alignment, and workforce planning. Procurement leads want supplier consolidation, stronger negotiation leverage, and compliance. Hiring managers want faster, simpler access to talent. 3. Establish the baseline data To justify investment, you need a starting benchmark of how things operate today. Even if the data isn’t perfect, presenting a baseline gives stakeholders a clear “before” picture against which future improvements can be measured. Collect data on: Current headcount of contingent workers (by department/region) Total annual spend on contractors and temps Average cost-per-hire and time-to-hire Number of suppliers and volume of hires per supplier Compliance or audit findings 4. Showcase the potential benefits of an MSP Translate MSP as a solution into tangible outcomes that matter to your business. And, rather than listing them in the abstract, link each benefit to your earlier pain points. For a first-generation MSP, the benefits often include: Cost efficiency – consolidated supplier base, rate benchmarking, reduced rogue spend Visibility and reporting – clear (and potentially real-time) data on workforce spend and performance metrics Compliance and risk management – standardised contracts, reduced misclassification risk Process efficiency – hiring manager time saved through centralised processes Scalability: ability to flex workforce quickly in response to business needs 5. Consider the costs and change management Decision-makers will naturally ask: “What will this cost us?” So, make sure you’re addressing the potential investment and disruption. Be transparent about: Implementation fees or technology requirements (such as a Vendor Management System) Internal resource required to manage the transition Potential resistance from hiring managers or suppliers Balance this with mitigation strategies (e.g., phased rollout, stakeholder engagement, supplier transition planning) to help strengthen your case. 6. Provide clear options Shifting your workforce strategy to a new one is a big change. And you may find executives will still be hesitant to commit. Rather than an “all or nothing” proposal, you might frame your case in a way that allows your decision makers to see the trade-offs more clearly: Do nothing – maintain status quo (with quantified risks/costs) Partial MSP – pilot in one region or business unit Full MSP – organisation-wide implementation 7. Build your ROI model The ROI doesn’t always have to be purely financial, but it helps to show hard numbers where possible. For example: Forecasted cost savings through supplier rationalisation (e.g., 10–15%) Reduction in time-to-hire (e.g., from 40 days to 25 days) Reduction in compliance risks and potential fines Hiring manager time saved (and the value of that time back to the business) For example, organisations moving to a first-generation MSP often see 10–15% savings in year one through supplier consolidation alone. Pair this data with qualitative outcomes such as improved candidate experience, better alignment with DEI goals, and stronger workforce planning. 8. Frame the narrative Finally, package all of this into a clear, executive-friendly story. A structured narrative makes it easier for senior leaders to see the benefits and say "yes." A typical business case should flow like this: The workforce challenges we face Why it matters to the business What a first-generation MSP could deliver The options (and trade-offs) available Costs, risks, and mitigations The expected ROI and value-adds The recommended next step Building a business case for a first-generation MSP is ultimately about aligning your workforce strategy with long-term business goals. By framing the narrative this way, you help stakeholders see the benefits clearly and put yourself in the strongest position to secure buy-in. When you’re ready to take the next step, think carefully about how you want your MSP delivered. Choosing the right MSP provider and the right MSP delivery model for your organisation will be key to ensuring a smooth transition and long-term success.

The Future of Nuclear energy with Guillem Sanchis Ramírez

Planting the seeds of passion for Nuclear energy For some, a career path is a straight line. For others, it’s a winding journey sparked by chance encounters. For Guillem, the spark came from an unexpected place: a high school teacher. At the time, it was just a passing idea. But, like the film Inception, the idea became a seed that lay dormant until years later, when Guillem was studying physics. When faced with the choice of which path to take, he explored everything from batteries to renewables. Yet he kept circling back to nuclear. It promised not only scale and reliability but also the chance to make a real impact on the future of clean energy. That decision led Guillem to pursue a Master’s in Nuclear in 2021. Just a few years later, he’s part of the team at IDOM Consulting in Barcelona, contributing to projects both in Spain and internationally. Guillem specialises in thermohydraulics - building and tuning plant models to test new systems before they go anywhere near a live reactor. He describes the work as dynamic, varied, and constantly challenging, in the best way. “I spend most of my time on thermohydraulics… Running computer simulations of how a power plant works. You get to experiment with models and try out new systems that then go into real nuclear plant operations. It’s definitely challenging but I love how dynamic the work is. We do all sorts of projects, from the operation of established plants to research reactors to fusion. You get to learn a lot of different points of view in the industry, and that’s been really enjoyable.” Bridging the perception gap Despite supplying nearly 20% of Spain’s electricity in 2024, nuclear energy has long suffered from weak public support. Guillem points to decades of poor communication as one of the reasons. For too long, the loudest voices in the debate were its critics, leaving the industry without a strong narrative of its own. But times are changing for the future of nuclear energy. With climate change accelerating the need for low-carbon energy, nuclear is stepping back into the spotlight as part of the solution. In April 2024, 58% of Spaniards supported extending the operating lives of existing nuclear plants, reflecting growing acceptance of nuclear’s role in energy transition. This is a stark contrast to 2011, when Spain ranked among the most opposed countries to nuclear energy, with 55% of Spaniards saying they wanted all nuclear plants closed. However, 70% of Spaniards felt the government was not ensuring a fair energy transition, suggesting that while support is rising, people remain concerned about how the transition is managed. For Guillem, that evolving balance mirrors what he encounters when he talks about his career. Instead of fear, the most common reaction he encounters is curiosity. That curiosity is powerful. It opens the door to conversations where myths can be challenged and facts can be shared. For Guillem, each question is a chance to turn curiosity into understanding and understanding into support. Advocacy through Econucleares Guillem’s passion to spark a new kind of public conversation doesn’t stop at his day job. Together with a colleague, he co-founded Econucleares, an organisation dedicated to keeping Spain’s reactors open and changing perceptions of the industry. It’s an urgent mission. According to government proposals, Spain’s seven reactors, responsible for around 20% of the country’s electricity, could be closed within the next decade. For Guillem, that makes little sense, either economically or environmentally. Econucleares' aim is to put Spain firmly back on the nuclear map, alongside the many countries now expanding their programmes. Globally, momentum is growing. More than 20 countries have pledged to triple nuclear capacity by 2050, with landmark projects like ITER in France pushing the boundaries of fusion research. Part of the group’s mission is to make nuclear more relatable. A favourite of Guillem’s was a mug printed with the Spanish wording ‘La cantidad de combustible nuclear que necesitas para toda tu vida cabe en esta taza.’ It implied that a single mug could contain all the nuclear fuel required for an individual's lifetime. “It’s very visual,” he says with a smile. “People loved it.” Powering the future of nuclear energy As Guillem is quick to stress, technology alone won’t secure the future of nuclear. It will be people who decide its fate. And here lies one of the industry’s biggest challenges: talent. Across Europe and beyond, the nuclear workforce is ageing. The next generation of engineers, physicists, electricians, and welders will be critical to meeting future demand. “The key bottleneck seems to be qualified workers,” Guillem explains. The demand spans every level of expertise. For young people, nuclear offers a career that is both well-paid and respected. For experienced professionals in other sectors, from coal to renewables, retraining can open the door to opportunities in an industry that will shape our energy future. It’s about reframing nuclear for what it truly is: a vital part of tackling climate change and securing clean, reliable energy. As Guillem puts it, nuclear has the power to deliver ‘a future of abundance, of clean, affordable energy’. Whether that vision becomes reality will depend on how boldly the industry tells its story and how many people, like Guillem, are inspired to be part of it. Ready to start your own nuclear career? View our latest nuclear jobs. Watch the full interview here.

From Scarcity to Abundance: Unlocking Talent in Critical Infrastructure

John Shepherd, Client Services Director at Rullion, recently sat down with Lindsay Harrison, Rullion’s Chief Customer Officer and Chair for Engineering Recruitment at APSCo UK, to examine why the skills shortage story in energy industry recruitment agencies and engineering needs to change. Their conversation explored how an abundance mindset, grounded in inclusion, transferable skills and smarter workforce strategies, can help critical infrastructure employers unlock hidden talent pools and build the capability needed for the decade ahead. Energy consumption overall is declining while electricity demand is surging. Electric vehicles, heat pumps, AI and data centres are driving a projected 50% rise in demand by 2035. The shift is powered by Net Zero goals, energy security and rapid technology adoption. The pull is so strong that firms like Microsoft and Google are investing directly in the Energy sector. “This isn’t something coming down the road,” John explains. “We’re in it right now.” The energy transition could create nearly three quarters of a million green jobs in the UK by 2030. The Nuclear Industry Association’s jobs map shows civil nuclear roles rising from 64,000 to 87,000 in three years. The Financial Times reports green jobs up 36% since 2015. These are not abstract statistics. They reflect projects Rullion supports, from Hinkley Point C to Sizewell C. If those roles are being filled, talent exists. The challenge is access. The Challenge with the Scarcity Narrative Negative headlines dominate LinkedIn, trade journals, and national news. “Skills shortage” grabs attention, stirs emotion, and generates clicks. But, as John points out: “News is designed to be bad and negative. It grabs attention. It stirs up emotion. It’s clickbait. That scarcity narrative is stifling opportunity.” The reality is that the UK energy recruitment market is growing. The bigger challenge isn’t the absence of talent; it’s the barriers we’ve created that stop it flowing into the right roles. Lindsay adds a customer lens. Clients tell her they cannot find people, yet the real issue is how talent is defined, where it is sought and how candidates experience the journey. Reframing those inputs unlocks supply. Challenge 1: Rigid Job Specifications Overly prescriptive job specs, especially those demanding exact, like-for-like industry experience, instantly narrow the search and shut out skilled candidates. In critical infrastructure, where delivery deadlines are tight and skill demands shift quickly, this rigidity can slow projects and drive-up costs. Some qualifications are non-negotiable, but industry-specific experience isn’t always essential. As John points out: “Great engineers from aerospace, defence, and construction can bring huge value. They’re problem solvers, safety-minded, and used to working in complex, regulated environments.” These sectors operate under stringent compliance requirements, manage high-risk projects, and demand the same precision and safety culture as energy sector roles. Overlooking these candidates because they haven’t “done it here before” means missing out on proven capability. Challenge 2: Candidate Experience Barriers The process shapes outcomes. If interviews lack inclusion, feedback is unclear or applications are hard to complete, strong candidates step away before shortlist. The effect is even sharper for underrepresented groups. This is a priority area for Lindsay. “Every interaction matters,” she says. “From the language in a job description to who is on the panel, the experience tells candidates whether they belong. If it does not feel inclusive, great people disengage before they can show what they can do.” Treating candidates as customers improves conversion and strengthens reputation across Energy recruitment communities. Challenge 3: Overlooked Talent Pools Veterans. Neurodiverse professionals. Returning parents. Mid-career switchers. These people bring the mindset and capabilities to excel in critical infrastructure, yet traditional screening often filters them out. “They’re all here,” John says. “They’re all skilled. They’re all ready. But in many cases, they’re being overlooked because of outdated systems, processes, and mindsets.” CV gaps, career changes and non-linear paths are interpreted as risk instead of potential. Lindsay argues for evidence over assumptions and points to lived examples. Challenge 4: Shared Responsibility The responsibility for change doesn’t sit solely with recruiters. Hiring managers, in-house talent teams, and recruitment partners all play a role in broadening searches and challenging old habits. As Lindsay puts it: “It’s not one-sided. We all need to look wider than we have in the past.” This means collaboration at every stage. From shaping job specs and identifying transferable skills, to designing inclusive selection processes that open the gates rather than narrowing them. Four Solutions for an Abundant Workforce 1. Change the Mindset Scarcity talk grows the problem. John’s advice is simple: ask better questions. Where else can we look, what is truly essential, what can be trained and how do we widen the gate without compromising safety or quality? “If we keep saying we can’t find talent, the problem will only get bigger,” John warns. 2. Open the Gates with Inclusive Hiring By rethinking job specs, reducing unnecessary barriers, and designing inclusive selection processes, employers can attract a wider range of applicants, and benefit from the innovation and resilience that come with diversity. Lindsay champions consistent feedback loops so candidates feel respected even when the answer is no. That reputation compounds over time. 3. Build Talent, Don’t Just Buy It Rullion’s Train to Deploy model converts abundance into delivery. Identify high-potential people on behaviours and learning agility, upskill them with project-specific training and deploy them into roles that add value from day one. As part of our broader Train to Deploy Strategy, this helps Energy sector employers build internal capability instead of competing for a shrinking external pool. The result is faster readiness, better retention and teams formed around real work rather than perfect CVs. 4. Tell the Positive Stories Stories shift markets. Case studies of hires from non-traditional backgrounds show what good looks like and attract more of it. “The more we talk positively, the more people will listen,” John says. “The more people who listen will be drawn to this sector, and then you gain momentum.” Lindsay’s view is practical: publish the wins, spotlight the teams and make success visible so others follow. See Rosie’s story from rail contracting, where flexibility and neurodiversity became advantages rather than obstacles: Rosie on rail contracting, flexibility and neurodiversity A Call to the Sector The UK’s energy and wider growth in critical infrastructure create one of the largest workforce shifts in decades. Leaders who move from scarcity to abundance will stop competing for the same small pool and start creating a broader, sustainable pipeline. Lindsay sums it up: “If we want a workforce that can deliver the future, we must open the gate to people with potential, not only those who tick every box.” John’s line completes the thought that talent isn’t scarce. Opportunity is gate. “Our job is to open the gates.” Watch the full interview here: https://youtu.be/8bwXFDm2-NE