The heartbeat of emagine’s consulting model
At emagine, we have developed a unique approach through Relationship Engagement Managers (REMs), who not only support excellent client care and the seamless delivery of work but also look out for the success and wellbeing of consultants, acting as a crucial touchpoint with regular interaction.
REMs are in place across the majority of emagine’s global locations and the network is growing. Recently appointed to oversee and continue the roll out of REMs is Stephen Masterson, who was promoted from emagine’s UK Operations Director to the position of Group REM Director in January 2026.
Having spent two decades in the Metropolitan Police, reaching a senior rank within the Specialist Crime Directorate, and with an academic grounding in law and criminology, Stephen brings a unique perspective and background. Here, we talk to Stephen to find out more about emagine’s REMs and how they support consultants and clients day to day.
What are Relationship Engagement Managers?
Our Relationship Engagement Managers are a unique part of our offering at emagine. Essentially, REMs provide support to all our consultants, whatever their contractual relationship with emagine, to ensure that their experience is a positive and successful one.
REMs have three core functions. Firstly, they act as a single point of contact to make sure every consultant has the day-to-day support they need from emagine and the client. For example, if a consultant moves from one project to another for any number of reasons, it is the REM who will support redeployment and be the conduit between them and the client, ensuring all parties are happy and that any change is smooth.
They also perform a wider function as service delivery managers, which is a more widely recognised industry term. The REM will have regular contact with clients to make sure they are receiving best value for money and quality delivery from consultants, building a trusted partnership based on honest conversations.
Thirdly, REMS have a broader responsibility to really listen to our clients and what their challenges are, or are likely to be in the future, so that we can make sure our service adapts accordingly to provide solutions to these challenges before they arise. It’s our job to stay ahead of our clients’ needs, and REMs help us to achieve this through their regular interactions.
My role is to standardise the way our REM teams are working and make sure they follow similar processes, KPIs and that they are enhancing the consultant experience as well as how we deliver for our clients.
What does A REMs day-to-day look like?
We currently have 60 REMs at emagine, and each one works with between 70 and 100 consultants, so it is a busy role. Usually, we match a REM with a new consultant from day one to build the relationship from onboarding onwards. They will have a regular monthly meeting, including face to face meetings, and are matched with consultants in the same geographic region to enable this.
The exact relationship will vary. For example, a consultant who is leading a managed team for a client will have regular catch ups with their REM, but this REM is unlikely to have regular one-on-one meetings with each member of that managed team as well. However, they are an additional point of contact to support where required.
As well as keeping in touch with consultants, REMS do everything to ensure a smooth relationship with our clients. For example, they handle the administrative side of the relationship including extensions to projects, fee rates or managing any changes or issues on live projects.
In what way do REMs offer more than just ‘job support’?
The role of the REM is quite pastoral in nature, and we get a lot of positive feedback from consultants. There is of course a commercial angle to REMs but first and foremost it is a people-driven role whereby consultants are not just a name on a timesheet; REMs take the time to build up a personal relationship with their consultants. A key KPI for REMs is consultant retention and they genuinely care about their consultants’ careers and future success. I always say REMS are the heartbeat of emagine.
In some cases, the nature of consulting can involve a lot of remote working, which can be isolating, but REMs make sure consultants are happy and have the support they need, including training and development but also around life milestones. In many ways they act as cheerleaders for consultants.
How does your career background support your role at emagine?
I joined emagine from a completely different background which gives me a fresh point of view to bring to the table, and emagine is very open to new ideas and perspectives. From my many years in the Met Police, I have a lot of experience in managing people, along with strong governance, stakeholder and risk management expertise, which are all transferrable skills that support my role at the firm.
Extending and growing the REM offering across all our locations is a highly rewarding area of work, it’s something we’re very proud of as a people-driven firm. With Nordic roots, we adopt a Nordic work culture across our operation, which means we put people at the heart of our decision making. I believe this sets us apart from other consultanciesand it fosters a supportive work environment that motivates people and ultimately drives the business ever forwards.
If you would like to know more about becoming a consultant for emagine, please do get in touch.