Private Sector Case studies

"Finding interim executives without the help of a specialist provider is risky. Often the key to successful assignments is the cultural fit between the interim and the organisation. Cutting out the middleman might seem like good business sense in the first instance, but often users won’t necessarily know what they’re getting. An independent third-party will be the best judge of who has the right mix of competencies, talents and traits to carry out an assignment." Helen Barrett, Chief Executive of Executive Grapevine International

During their 55 years’ cumulative experience in interim management operating at the top end of the interim management market, the BIE team of consultants has been involved in the successful placement of candidates in a wide variety of roles. These include a wide range of manufacturing and service companies ranging from PLCs down to small family businesses.

It is our wealth of experience and expertise that enables us to quickly and accurately assess your needs and then to source the most appropriate shortlist of interim managers for the position.

The following case studies have been chosen to provide you with an insight into some of our most recent assignments:

Interim MD for automotive manufacturer
Following a business acquisition which more than doubled turnover, an Interim was appointed as MD to review and refocus the business.

During this 6-month assignment based in the North-East our Interim restructured the senior management team, carried out a thorough cost evaluation of the product lines, introduced business-focused KPI’s and implemented plans to achieve ISO 14001. As a result of these measures, performance and output increased significantly and client approval was gained for price increases.

Major Leisure Group in East of England appoints an Interim Head of Procurement
As Head of Procurement, the Interim Executive stabilised and streamlined the purchasing team and the processes, resulting in improved customer service and delivery as well as reduced costs.

Using his mentoring skills and with the implementation of effective performance indicators, the Interim was able to restore morale and introduce collaborative relationships. Having implemented significant one-off and recurring benefits in excess of £5m in the first 6 months, a plan was developed for further incremental benefits through effective use of SAP.

Chairman – Restructuring and growth
VC-backed technology start-up
Appointed Chairman to oversee implementation of new profitable growth strategy on completion of initial assignment as Company Doctor. Business has been refocused on B2B growth opportunities and $2 million of additional funds have been raised.

Corporate communications manager - Improvement programme
Financial services group
The interim executive took over the management, development and implementation of the internal and external communications of a major financial services group in order to improve the performance of the communication function across the businesses until a permanent appointment was made. A strategy was produced and agreed by the Executive Committee, an action plan delivered in response to the annual employee survey and enhanced processes and systems implemented for media relations activity.

Sales director - Sales/Marketing strategy implementation
Direct marketing subsidiary of FTSE 100 group
Interim executive engaged to support CEO assess, develop and implement a sales and marketing strategy to move the company through to being cashflow positive. Recommended restructuring and downsizing of the business, refocusing on core strategy.

Operations director - Change management
Managed services subsidiary of multinational Financial Services group
Initially contracted to support Operations Director during period of change surrounding major systems implementation, promoted to manage entire operation when the director left the company. Prepared service operations for implementation of new administration system, led programme to bring flagship product back within service standards and renewed sales force confidence in service delivery. Changed the roles of the team to ensure service and quality were key focus and implemented new shift programme.

Head of European operations - Restructuring
Manufacturer of healthcare products
Customer service needed improvement and the consolidation of manufacturing facilities required managing. The interim executive took responsibility for operations in the UK and elsewhere in Europe. Reduced overdue customer orders significantly and within weeks. Closed one European factory and consolidated operations in the UK. Introduced control mechanisms for product introduction and product change.

Chief executive - Project turnround
Leisure resort
The investors required an interim executive with a marketing background to manage a major refurbishment and to develop a new senior management team to take the business forward. This involved establishing new operating procedures to compete in today's marketplace. The project was completed on time and on budget and a new marketing programme, including a relaunch, has been implemented.

Managing director — Divestment & restructuring
UK Financial Services Group
An interim MD was engaged to assist this FTSE 250 Group in selling a troublesome subsidiary. This involved value enhancement, providing on-site presence and working with management during the sale process. On completion, the interim MD was asked by the new owners to continue working with them on a major restructuring of the business. This resulted in 70% staff reductions.

Sales director — Revitalise sales performance
Media Company
A £8m turnover subsidiary of a FTSE 100 Media Group was undergoing difficulties meeting its short-term sales targets. An experienced Interim Sales Director was hired to evaluate and restructure the sales organisation and to devise and introduce new sales strategies. Focus on ‘large ticket’ accounts was introduced and year-end budgeted revenues were achieved. 40% of the annual sales budget was delivered in the 3 month assignment.

Chief executive — Business recovery
Aerospace
A £20m turnover subsidiary of a 600m manufacturing Group had been in decline for seven years and making losses for the last three - £2m in 2002. An Interim CEO was appointed to assess whether the plant should be closed or a turnaround was feasible. A recovery plan was put in place. Management changes were made, new terms of employment were negotiated with the unions and new focus introduced, with the appointment of a new Sales Director. Turnover increased 20% and break-even achieved in 2003 with profit of £500k planned for 2004.

Turnround team
White goods manufacturer
A £100 million, 1000 employee manufacturing business supplying major retail outlets supplemented its turnaround team with a number of key interim appointments. These included both the Interim Finance and Manufacturing Directors. Further appointments included an Interim Credit Controller. Major downsizing, site closure and refocusing on profit and quality led to major improvement and return to profitability.

Chief executive — Turnaround — Germany
Multi-national capital equipment manufacturer
This subsidiary has been loss-making for several years and the parent company has lost confidence in the local management to achieve a turnaround. An Interim CEO has been hired to take control of the situation — reduce overheads, eliminate losses and maintain service levels. The Interim CEO will also be involved in planning the long-term future of the business.

Chief executive — Turnaround — Italy
Multi-national branded consumer goods company
A failed recruitment exercise to replace the under-performing CEO created an urgent need for a replacement CEO at very short notice. A fluent Italian speaker with an in-depth knowledge of the Italian retail channels, the Interim CEO has set about re-vitalising sales.

Credit control expert — Europe
Multi-national logistics business
Poor cash management performance across the European Region has resulted in a plan to set up a Shared Service Centre for Credit Control. An interim who is an expert in credit management was brought in to manage the transition and to share or introduce best practice.

Chief Executive — Start up
Industry regulatory body
The key members of one of the UK's leading industry associations decided to set up a new regulatory agency to establish and monitor product standards in the financial services sector. An Interim CEO was appointed to set up and staff the new organisation. Quality standards were created and approved and Members encouraged to submit their product portfolios for audit and approval.

Finance Director — Company sale
Publishing
The company was in mid-negotiations to sell its share of a joint venture to its American partner when the FD suddenly resigned. An Interim FD started within 24 hours and discovered incorrect share registration and chaotic management and financial accounts. The Accounts team was reorganised and strengthened, the records corrected and brought up to date and the company sale successfully completed.

HR Director - Turnround
Fresh produce growers
Severe market pressures following a major acquisition necessitated a total restructuring of the Group with non-core activities being outsourced, sold and closed. An Interim HR specialist was taken on to participate in creating the new business plan for agreement by the Bank and then to lead all subsequent Personnel related matters (TUPE transfers, redundancy, internal communications etc).

Supply Chain Director — Business integration
Consumer durables
This leading manufacturer, part of a N American multi-national, recently acquired two competitors. Operations and stock were amalgamated into one factory and staff cuts made. Working capital costs subsequently escalated dramatically as forecasting systems failed and inventory ballooned. An Interim Operations Manager was hired to identify the cause of the problem and to implement a solution. Redundancies had resulted in a loss of critical product knowledge and lost stock in duplicate stock locations. Stock outs then triggered additional emergency production runs and stock levels rose by £10m. Corrective action was taken and a new Operations Director recruited.

Programme management - Shared services
High Street Bank
The Bank decided to centralise all resourcing including volume recruitment of clerical and administrative grades. A Shared Service Centre was established and an Interim Project Manager hired to liaise with the large number of internal clients, to negotiate and manage the internal and external suppliers. A key element of the project was to set up a new call-centre with live candidate tracking system. The service was launched on time and on budget.

Project manager - Relocation
Consumer goods — N America
Review proposals to relocate business from Canada to USA; create supply chain plan to ensure continuity of supply; short-list partner companies to outsource all warehousing, pick-and-pack and distribution; negotiate contracts and SLAs.

Change Director - Restructuring
Owner-managed manufacturer of specialist protection equipment
Reviewed business and business plan; proposed rationalisation of manufacturing and relocation of design office / HQ; directed implementation of plan; freed prime site for redevelopment.

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Case Studies