INTERIM CASE STUDIES &
SOME OF OUR
WORLDWIDE MISSIONS
Some of our interim missions
Global player in the trading of metal and steel
Role: Interim Project Manager
Scope: Interim Supply Chain Director to lead the supply chain with approx 1bn Eur buying volume
Pharmaceutical Group covering 80 countries
Role: Interim Project Manager
Scope: A worldwide Head of Compensation & Benefits to build, structure and harmonize the new grading, the LTI policy, international mobility policies and deal with global flying inflation issues.
Software Development Company
Role: Interim Human Resources
Scope: Lead the integration of a recent M&A resulting in 50% growth in the number of employees.
Global Automotive Producer
Role: Interim Project Manager
Scope: Permanent Plant Manager with overall responsibility for the production of aluminium products as well as for the sale to customers in sufficient quantity and quality by the desired deadline.
Company specialized in safety equipements
Role: Interim Sales Director
Scope: Regional Interim Sales Director to boost sales by better organization and management of the sales teams.
Global player in the oncology sector
Role: Interim Human Resources
Scope: Interim Head of HR Operations for the design and implementation of a time-critical restructuring project.
Small Start-up company
Role: Interim COO
Scope: Interim CEO to restructure the company due to liquidity problems
Tele communications provider
Role: Interim Logistics Manager
Scope: Two Interim Logistic Experts to support the reorganization the supply chain/ logistics department and lead several change management projects.
International B2B-service company
Role: Interim Marketing Director
Scope: Interim Global Marketing Director
Develop and execute new marketing strategy
Reposition existing product/services and redefine product life cycle
A 300 Mill € turnover company active in the infrastructure engineering business.
Role: Interim CFO
Scope: Interim Project to Lead a Transformation Project (sort of CRO) in the Financial area to protect cash, reduce costs, improve transparency and visibility in front of saherholders and lenders, as the cash situation has become critical.
An Industrial company (SME) with 20mEur of revenue
Role: Interim CFO
Scope: Interim Project to reinforce the Finance/Controlling area after the carve out from a global group. Implementation of new cost centers and profit centers, and overall upgrade of controlling area.
Leader in the drive technology active across 35 countries worldwide.
Role: Interim HR Project Manager
Scope: Implementation of a new HR System (Workday) together with the implementation of a new Payroll Management System. Project covering 14 plants in 3 countries.
Manufacturing company present in a declining market loosing sales and revenue
Role: Interim Plant Director
Scope: Experienced COO managing a transformation program from an a generic industrial production to an automotive production with high added value.
The world market leader in the field of harvesting machines.
Role: Interim CRO
Scope: The interim manager supports the current CEO in the implementation of the restructuring programme across Europe. Optimization of a manufacturing footprint and relocation of production
Newly formed global player in the chemicals industry.
Role: Interim HR Director
Scope: Implementation of a new Target Operating Model, and establishing a new HQ in Central Europe, Building of a new Center of Excellence for Recruiting and Talent Acquisition from scratch for the whole company globally.
An alternative provider of energy (renewables)
Role: CEO
Scope: The company is an alternative electricity supplier, with a focus on renewable energy. An Interim CEO to accelerate the transformation after a governance crisis, and in today’s complex energy market.
Global Recruiting organization.
Role: Inerim Recruitement Director
Scope: HR Recruiting Crisis Manager to optimize the global Recruiting organization and supporting on the reduction of the current backlog of several thousand of open positions.
Mid size pharma Company focused on OTC for public pharmacies.
Role: Interim IT Director
Scope: Support to public pharmacies to digitalize their business. Construction of a digital platform / assets and creation of a service provider to support an online channel for pharmacists to clients, on top of the traditional offline channel
A global manufacturer of furniture active in a B2C segment.
Role: Interim PMO
Scope: North America Operations are growing significantly with a plant in Mexico City expanding rapidly. Interim PMO leading several improvement initiatives.
Family-owned company with a 0.5bn Eur revenue in 2021
Role: Financial Controller
Scope: Guarantee of financial data and reporting robustness. Analysis of the current financial processes and ways of working (ERP included). Design and implementation of an improvement plan.
Medical solutions company
Role: Interim CRO
Scope: Interim CRO to drive a full restructuring of a Customer Service Organization in their European Service Organisation Center.
Global manufacturer of advanced composites
Role: Chief Restructuring Officer
Scope: Interim CRO to restructure after a failed post-merger integration, with performance behind expectations, due to unconsolidated manufacturing footprint.
Specialist in E-Commerce with 50+ online brands.
Role: Interim IT Manager
Scope: Ensure the permanent operational, process and strategic management and development of the division. Further development of standards and guidelines for software development, architecture and quality assurance.
Member of CAC40 (Central Europe 40 top capitalization list).
Role: Interim CFO
Scope: Reinforce level 1 and 2 internal controls on accounting. Introduce preventive and detective controls, governance and transparency towards internal stakeholders.
Renewable energy solutions for private homes.
Role: Interim Supply Chain Director
Scope: Build-up a scalable procurement/operations organisation and processes, implement procurment strategies and tools, train & coach the young management team.
Provider of building materials, strong growth in CEE.
Role: Interim COO
Scope: Turnaround of 2 plants at one site that are lacking leadership in a critical situation, where maximum output is required, as the demand is high, and the plant will be undergoing a signficant upgrade project.
A business incubator with 2bn EUR capitalization.
Role: Interim Business Development
Scope: The incubator acquired a promising start up with a revolutionary solution in recyclable packaging. Our Interim Manager will start the industrialisation and define an European market approach.
Family owned company in chemical sector (3.000+ FTE)
Role: Interim Group HR Director
Scope: Establishment of a new HR deartment including staffing and processes after a carve out from a global player.
Producer of machines in the dental technology.
Role: Interim Project Manager
Scope: Overall project management of a critical project – preparation and presentation of key project figures, maintenance of overall project plans, preparation of reports, implementation of obligatory documentation systems.
Energy processing for private houses. ( 10+bn Eur)
Role: A team of 4 interim managers
Scope: A full team of 4 interim managers to find root cause for incidents related to the battery technology issues.
Profitable Global Manufacturer for precision metal parts.
Role: Interim Chief Retructuring Officer
Scope: Downsizing of the existing legacy organization; setting-up of new e-mobility capabilities.
Solutions provider for renewable energy equipment.
Role: Interim CIO
Scope: Phase-I (Consulting): Definition of suitable ERP-System for manufacturing and project realization management.
Phase-II: Implementation of the defined solution
One of the fastest growing manufacturers of home decorations in the world.
EIM Interim Chief Operations Officer to lead the post-acquisition integration
January 2022 – Germany
International leader in professional lightning systems.
EIM Interim supply chain manager to redesign the supply chain and SOP process, including KPIs
December 2021 – Italy
World’s leader in the sector of modular buildings.
EIM Interim CFO to rework the internal processes and prepare transition from Hungarian GAAP to IFRS.
December 2021 – Hungary
Europe’s leading provider of healthcare products with 10.000+ employees in 130 countries
EIM Interim Plant Manager to lead the greenfield investment in Poland
December 2021 – Poland
Construction Industry: Interim HR Director to lead the global implementation of new ERP Software platform for human resources.
September 2021 – Italy
Interim COO to restructure the manufacturing operations with 6+months backlog.
August 2021 – Poland
Producer of high-end design furniture: Interim CEO to lead the company through the operational and organizational turnaround after relocation and 2 acquisitions. 9 months mission.
August 2021 – Poland
One of the top 4PL players in the CEE region: Interim Logistics Director to bridge a vacancy.
August 2021 – Poland
International Health Care manufacturer: Interim HR and Interim Project Manager to lead the construction and staffing of new greenfield investment in Poland.
August 2021 – Poland
Relocation of operations to the CEE region for one of the biggest players in the e-commerce business.
June 2021 – Czech Republic
Tier 1 automotive supplier – Interim Logistics Manager to significantly improve the performance of the manufacturing site.
June 2021 – Slovakia
Interim HR Manager to align the cultures and procedures, after European consolidation of the manufacturing footprint and relocation to Poland.
June 2021 – Poland
French internet platform : a project manager to lead a major upgrade in customer service
May 2021 – France
Renewables division of large-scale energy producer: Interim Placement to support the Business Development in the solar area. The assignment has been realized thanks to our international EIM network.
May 2021 – Germany
Top-tier international family owned Automotive and Industrial supplier: Restructuring and new process development of global, international Tax and Transfer Pricing.
May 2021 – Germany
Global Automotive Component Group: Interim Operations Manager to lead a Spanish plant in a turnaround situation.
May 2021 – Spain
European Toy Manufacturer: Interim Finance Manager to ensure smoothly subsidiary closing.
May 2021 – Spain
Leading central European automotive association: Our PMO is ensuring a smooth & professional progress of development for the transfer of the largest international automotive fair from Frankfurt to Munich.
April 2021 – Germany
Tutorship/coaching for improving the commercial performance of modern trade channel for an Italian Drink Bottler of a Multinational firm.
April 2021 – Italy
Fragrances Industry: two Interim Financial Managers to open subsidiaries in different markets in Asia and America.
April 2021 – Spain
Top Line Growth programme for a small family owned business operating in the advanced materials for the building sector. One year assignment led by an Interim Manager with General Management background, to align product, operations, and commercial strategy to resume profitable growth in Italy and selected export markets.
February 2021 – Italy
Interim Supply Chain Manager to replace the team and restructure the department after discovery of massive fraud.
March 2021 – CEE Region
Top Line Growth programme for a small family owned business operating in the advanced materials for the building sector. One year assignment led by an Interim Manager with General Management background, to align product, operations, and commercial strategy to resume profitable growth in Italy and selected export markets.
February 2021 – Italy
Small business company in rubber semi-finished goods and compound production. Temporary assignment of 6 months for CFO replacement, gap filling.
February 2021 – Italy
Group CPO for setting the new central procurement organization and processes while completing the integration of different purchasing offices across the company. 1 year interim assignment with the goals to optimize supplier base and reduce the total cost of ownership.
January 2020 – Italy
Some of our permanent placements
Permanent Supply Chain Director for an international HVAC producer.
September 2021 – Czech Republic
Global player in the mining industry: Permanent CFO to take over responsibility for the Russian operations.
June 2021 – Russia
Group Vice President for Environment, Health, and Safety. Railway Industry segment.
June 2021 – Poland
Plant General Manager for a German manufacturer of electronics after a spin-off from the Group.
June 2021 – Romania
Permanent Automotive Plant Manager to take over the leadership after sudden departure of the management team
June 2021 – Hungary
Dutch subsidiary of a French company : a General Manager to takeover in emergency after a resignation.
April 2021 – France
Dutch subsidiary of a French company : a General Manager to takeover in emergency after a resignation.
April 2021 – France
Case Study #1
Interim Project Management R&D:
Turnaround of one project inspires the entire company
CLIENT
A well-known international supplier to the heating and gas engine industries. The company develops, manufactures and sells gas safety and control technologies.
CHALLENGE
A joint, future-oriented customer project should be managed until a new project manager is hired. During the analysis of the project, serious shortcomings in all areas were identified. A reorganization and rebuilding of the team as well as new specifications of the project requirements, contents and processes are necessary; there is a need for the project restart.
Based on this initial situation an EIM Manager with extensive experience and proven track in the development of embedded systems and in management of interdisciplinary teams in international projects was engaged. He took over the leadership and reorganisation of the project.
EIM ADVANTAGE
Within a very short time, EIM provided an Interim Project Manager experienced in the R&D area who was able to ensure a successful turnaround of the project. In addition, the EIM Manager brought a deep technical expertise to the project.
EIM SOLUTION
The EIM Manager carried out an analysis of the project and found serious shortcomings. He responded to them immediately with the right solutions.
The following actions have been carried out: a complete reorganization of the project team, training of the project participants in PM methodology, development of management plans, introduction and implementation of development processes (in cooperation with TÜV) and a proper internal communication set up.
The management of the company was strongly involved in these processes.
DURATION
11 months.
RESULT
The EIM Manager´s achievements enabled a successful project fulfillment. They also had a positive effect on the entire company. The management of the company was very excited about the positive impact of changes and showed interest for the cooperation in further development of the company.
Case Study #2
Complex Restructuring with the help of HR Project Manager: Financially affordable and socially sustainable
CLIENT
Energy division of a global group, specialized in transport sector and power transmission technology.
CHALLENGE
Due to the tense economic situation of the parent company in the combination with a difficult market situation caused by overcapacity, an extensive restructuring program was initiated by the group.
The focus was on an extensive personnel adjustment due to a Europe-wide realignment, which also included the closure of some locations.
Due to the long company affiliation of many employees and of a strong involvement of trade unions and the employees’ council, it was necessary to employ an experienced HR restructurer who, in addition to his expert knowledge in this area, had to come up with the diplomatic negotiating skills, tact and a deep understanding of processes and organization.
EIM ADVANTAGE
The regular, qualified exchange among client, EIM Manager and EIM Partner during the entire period was crucial for the success of the project. The role of the EIM Partner (experienced in turnaround management and therefore familiar with the situation) as a communicator was greatly appreciated by all parties – for example, in clearing up of misunderstandings that would otherwise have led to crises in cooperation.
EIM SOLUTION
EIM recommended an HR Project Manager with many years of restructuring experience and with a legal background. A real professional in change management who acted as a mediator between the workforce and the management.
The guidance and coaching of the local HR staff during the preparation and implementation phases was essential for the successful realization and implementation of the restructuring project.
In addition, the EIM Manger had an experience with innovative social planning negotiation concepts from other restructuring mandates, which established a very good basis and benchmark for the measures required in this case.
DURATION
4 years and 6 months (the longest project in the EIM history)
RESULT
All client´s planned measures (several restructuring waves) could be implemented within the defined time period and at the planned costs. In addition, the restructuring was carried out in a socially sustainable manner.
The expert knowledge of the EIM Manager and his innovative negotiation strategy were, among other factors, a guarantee for the successful course of the project.
Case Study #3
International Restructuring, Manager on Site
CLIENT
An industrial company based in Spain, a part of a German group of companies with production facilities in Spain, Mexico and China, with focus on development and manufacture of customer-specific electronic control systems for various industrial applications.
CHALLENGE
The company was acquired a few years ago but has never been completely integrated into the German group of companies due to the lack of transparency and „conjunction“. This situation (in combination with problems with incoming orders processing) led to high losses which had to be covered by the German HQ.
Based on this initial situation an EIM Manager with a deep restructuring experience was engaged to set-up and implement the company´s turnaround.
EIM ADVANTAGE
In cooperation with our Spanish colleagues, EIM was able to quickly identify and engage an experienced Spanish Interim CRO who, in addition to his restructuring experience, was familiar with the local conditions in Spain, Mexico and China.
EIM SOLUTION
In a very short time, the EIM Manager was able to ensure the financial transparency of the company and created the restructuring plan in cooperation with the HQ. This plan included activities such as employees´ adjustments, reduction of overhead costs and working capital as well as measures to improve the processing of incoming orders.
DURATION
10 months
RESULT
Based on the implementation of the restructuring plan (Break Even) the cost structure had been significantly reduced. At the same time, a new management team was created, which provided a promising basis for future activities.
Case Study #4
Supply Chain Management on a fine line between
Tradition and Progress
CLIENT
Family-owned company with a long history of offering a broad portfolio of chemical and mineral products using the flexible combination of three procurement channels – production, trade and distribution.
CHALLENGE
The traditional corporate culture leaves only a little space for the implementation of new ideas. In just a short time, an Interim Manager has to build a bridge between tradition and progress, uncover established structures and deliver future-oriented solutions for ongoing development and adjustments to logistics structures and processes.
EIM ADVANTAGE
EIM supported the manager in all matters and made a contribution to the successful implementation of the desired goals. The client‘s entire supply chain process was revised and reorganized. This was possible due to the Manager´s previous experience with significantly larger SCM organizations processes restructuring (principle of overqualification).
EIM SOLUTION
EIM recommends a SCM Manager with international experience to bring a fresh air and professionalism to the logistics department.
The EIM Manager encounters an inefficient organizational structure. The synergies in the area of Supply Chain Management can be optimally used by merging of logistics, warehouse, purchasing and planning departments. This is where the Manager can put his experience to the best use.
DURATION
5 months
RESULT
Foundation for the optimization of the entire supply chain in terms of costs and structure has been achieved. A long-term change in thinking was initiated in the management regarding the function of supply chain management. In addition, the logistics costs were significantly reduced.
Case Study #5
Interim Head of Operations
optimizes Supply Chain Management
CLIENT
Global leader in the transportation industry.
CHALLENGE
Considerable backlog of delivery (from several months to one year) in all areas resulting in contractual penalties in the seven-digit amounts.
The company group stipulated a 50 percent sales increase, which appeared to be non-achievable due to the malefunctioning of several essential business processes (e.g. PEP, ECM, AEP). The rapid call for action was necessary.
EIM ADVANTAGE
After a quick release of the company´s present Head of Operations, EIM immediately found an adequate replacement for the client and acted as an advisor for the client as well as for the Interim Manager.
EIM SOLUTION
The EIM Interim Manager has replaced the Head of Operations and, thanks to his rapid situation analysis and his experience in crisis management, started to implement the necessary changes immediately.
Transparent capacity planning, realistic personnel planning, production planning and delivery dates tracking were some of the success factors.
An optimized layout plan for a better material and information flow (WSA) was created . The company also set up a new framework of conditions for suppliers and a prepared a realistic budget for the next financial year.
DURATION
7.5 months
RESULT
The delivery delays were significantly reduced from over EUR 2 million to EUR 0.5 million within just two months. The annual turnover 2014/2015 increased from EUR 8.2 milion to EUR 12.7 milion.
As a result, the customers´ trust has been regained and the employees were motivated again.
Case Study #6
Cash and Cost Management:
Motivating implementation of know-how and tools
CLIENT
Development & production of light metal cast products for the automotive industry (location: CZ)
CHALLENGE
CFO and Plant Manager needed support to uncover the costs’ drivers (low profitability of the plant) as well as the financial aspects of an expansion plan (new plant launch). Incomplete and unreliable reporting; weak forecasting; incorrect handling of financial reserves.
While looking for a new Finance Manager financial and organizational processes had to be ensured and improved: Inadequate exchange of information among departments; high fluctuation rate in finance department. New plant manager had different transparency requirements.
EIM ADVANTAGE
In the selection of the most suitable profile the attention was paid to the financial/technical expertise as well as to the cultural dimension of the change (Silo thinking, fluctuation, inconsistency). Therefore a CFO with manufacturing background, leadership and change management experience and outstanding soft skills enthusiasm was introduced.
As EIM has it´s own representation in the CEE region, it was possible to provide a local manager who speaks German fluently. This was important for the communitation with the HQ.
As the expansion investments and the profitability improvement were the top priorities of the management board, the project was supervised by both – the German as well as the local EIM partner.
This was essential for the trust building between the HQ and the new local management (knowledge of East European corporate culture).
EIM SOLUTION
Mentoring & Coaching: Sharing and interpretation of the financial/technical Business acumen (e.g. why is it important to share certain types of information).
This enabled the staff to present their own suggestions for improvements. It strengthened motivation and reduced fluctuation. In addition, know-how could be sustainably anchored in the organization. EIM Manager also promoted implementation consistency.
Intervention where necessary: utilization of tax advantages, design of business scenarios and expansion planning.
DURATION
6 months
RESULT
Detection of cost and profit factors with profit increase; Commitment of managers to implement concrete measures in order to improve results; improved sales processes in the finance department; highly effective planning tool developed; optimization of personnel forecasting; training of the new Finance Manager (know-how transfer).
The Interim Manager had received a strong support in terms of coaching from the EIM. Plant Manager and The Board of Directors appreciated the goal-oriented and mediating project support.
Case Study #7
Interim CEO and CFO:
Cash and Cost Management within a turnaround framework
CLIENT
International consumer goods producer with a value of $ 500 million.
CHALLENGE
The group went through a recapitalization in the amount of 300 million. Within 18 months the group was not able to fulfill its obligations anymore and the banks threatened them with forced administration. The entire Management-Team was dismissed.
EIM ADVANTAGE
Thanks to the wide experience with Turnaround Management and with the help of company´s Talent-Pools, EIM was able to engage the right Team to support and restart client´s operations in a very short time.
EIM SOLUTION
The group asked EIM to create a new senior management team, incl. a new CEO and CFO. The new team was able to define the actual financial position of the group within 30 days.
The team also introduced a reliable and accurate forecasting process and started the negotiations with banks. Furthermore, they managed to put the cost management under control and avoided further breach of contracts within 60 days.
Within 120 days the team released another redundant advisor and created a credible turnaround plan for the company. The plan included monitoring of a systematic sale of the Group´s main assets and the leading of the concern through the insolvency process in accordance with Chapter 11 of the US bankruptcy law.
DURATION
4 months
RESULT
All stakeholders are satisfied. It is noteworthy that the loans and belated interests were repaid to the banks.
Case Study #8
Production Management: Profitability Improvement
CLIENT
High-tech supplier for well-known medical, automotive and aerospace companies; specialized in additive manufacturing; company acquired only a few years ago.
CHALLENGE
Loss-making business: excessive fixed costs, structural non-transparency, inefficient processes, inappropriate multi-million investments in technology without having the appropriate sales markets or end customers.
Complexity was not reduced, instead numbers of personnel increased.
Failed post-merger integration process; missed Investment Case and 5-years plan
Insufficient product quality, delayed deliveries, incorrect making of market prices – all that caused customer loss.
EIM ADVANTAGE
Reacts flexibly to quickly changing clients´ requirements and presents suitable candidates (internationally experienced leader, understands the potential of AM technology, familiar with start–up situations and manufacturing processes) within a few days; support in Manager´s integration into the company structure by preparing for the internal situation and proposing a sensitive positioning and promotion in the company to avoid resistance; close cooperation between EIM Partner & Manager.
EIM SOLUTION
Impediments to the performance and innovations eliminated by individual, organizational and cultural development in order to improve economic results and increase of employees´ satisfaction.
Production Management: Coaching of department leaders, simplification of bidding processes, building of transparency in production, flexibility of structure- and process organization, enhancement of service center sales competences, reduction of lead times, healthy restructuring of personnel organisation.
EIM Manager takes over the COB role and operational management in order to implement changes.
DURATION
12 months
RESULT
Turnover increase by EUR 7 million, free capacities increase by more than 45%, recommendation to close some non-productive technology areas, arrangement of conditions for a future Topline increase to become profitable: Quality, on-time delivery, market prices
Case Study #9
Head of Production brings the company back on track
CLIENT
Subsidiary of an international concern in the field of traffic and railway technology – well known for it´s highly innovative and high-quality services and reliability.
CHALLENGE
In order to be able to face the international competition the lead times per production piece had to be reduced from 14 to 7-8 months. The reference benchmark is the quality of their own production as well as higher demand on the quality of any purchased parts.
The company´s Production Manager was dismissed shortly before the project launch. The Purchasing Manager needed support. Understaffing in the manufacturing area caused by a lack of skilled workers had to be resolved by service provider.
Many manufactured components were missing or defective which caused delivery delays.
EIM ADVANTAGE
Within a few days, EIM recommended an Interim Manager with vast managerial experience in the industrial environment, proper technical and industry-specific know-how and successful history in the area of productivity increase through process optimization in production. In addition, EIM recommended a Manager from the area of Logistics and Supply Chain.
Both Managers were well familiar with LEAN management methods.
EIM SOLUTION
The EIM Manager carried out a „weak-points“ analysis and targeted implementation of improvement measures (e.g. efficiency program to increase productivity, strenghtening of staff competence through personnel adjustment and training, Make-or-Buy).
Furthermore, he introduced a system of statistical indicators in all production areas as well as Shop–floor Management in order to increase deadlines compliance and to shorten lead times.
DURATION
8 months
RESULT
The original objective was achieved by increasing productivity (employees´ motivation and spare parts availability). The total lead times have been reduced to around 8 months thanks to a more effective order processing, initiation of the necessary cultural change, substantial improvement of the missing parts situation, more efficient order processing and the introduction of a new welding robotic system.
Case Study #10
Top-line result improvement through the Interim Head of Sales
CLIENT
The world market leader in the field of hydraulic road transport vehicles: pioneer in the development of transport solutions with worldwide sales and service network.
CHALLENGE
The company is in a very difficult economic situation due to its declining turnover.
Essential sales structures are missing after a failed restructuring process. Furthermore, there is a massive outflow of workforce, resulting in an enormous loss of entrepreneurial know-how.
EIM ADVANTAGE
Instead of relying on short-term solutions, EIM builds a new and efficient sales structure and thus sustainably improves the market presence of the company. This is ensured by an increase in transparency with a special regard to customer and contract conditions.
EIM SOLUTION
EIM recommends a methodically skilled sales professional with experience in the field of commercial vehicles / fleet management to establish the international sales channels (direct/ indirect).
The key lever is the implementation of a comprehensive turnaround plan that aligns with the entire sales department structure. The EIM Manager takes over the complete sales responsibility as a Member of the Executive Board.
The realignment begins with the introduction of an attractive remuneration model for the sales force and carries on with the replacement of key leadership positions which have a direct impact on the success of sales. The EIM Manager´s credo: Clarity in leadership and consistent implementation of decisions that have been made.
DURATION
16 months
RESULT
The Interim Managing Director sustainably fixed the company´s sales structures and even exceeded all business goals in terms of business performance indicators measurement (top and bottom line improvement of results).
The client appreciated the constructive exchange of information and the pragmatic approach during the entire duration of the project.
Case Study #11
Top-line optimization through the successful implementation
of a Service Business Unit
CLIENT
One of the largest manufacturers of key components for solar industry.
CHALLENGE
The company had no global after-sales and service strategy. Due to the rapid growth in the past few years this area was not managed effectively. Services connected with the products were not sold separately, hence customer loyalty was not actively built.
Problem-solving process took too long and was not consistently implemented. The Service Team was neither properly created nor motivated. There was a lack of leadership quality and consistent specifications of goals.
EIM ADVANTAGE
After analysis of the initial situation and creation of the desired profile in cooperation with the client, the suitable candidate was presented within 4 days. Based on the client´s requirements, the regular monthly written reports and review calls were established.
To increase the potential for cost savings and revenue generation in the neglected service area, EIM recommends a proven expert in the area of Sevice development for the role of Head of Global Service.
As the building of the new Service Business Unit was a difficult process, the Manager (with his strong soft-skills profile) had to sell the idea to the employees (Change-Management Dimension).
EIM SOLUTION
Based on the desolate initial situation in the Service and Cost areas, it was necessary to build-up the new Global Services Unit, set-up the market positioning of the company towards competition through building of closer relationship with customers and to win all the employees in the Service Unit for the change. For this purpose, all means of digitization were used.
An external, technical Service Call Center was established. As a part of the project – in order to manage the division sustainably and profitably – a strategically thinking and operationally skilled
Service Manager was hired and coached by the EIM Manager who was deeply experienced in the service business.
DURATION
12 months
RESULT
Despite the difficult initial situation, the project goals were achieved as far as possible. Furthermore, they served as a basis for the 2-years´ plan for a strong sales increase and further efficiency optimization.
Hence, the engagement of the EIM Interim Manager was a clear success and an investment with a measurable ROI.
Let’s talk about it together
Bohuslav Lipovsky, Managing Partner
EIM Executive Interim Management CEE
Together we can find the solution you are looking for
About Bohuslav
Bohuslav leads companies and their managers through complex changes resulting from crisis, restructuring or post-merger integration. He focuses on working with private equity firms and international corporations. His strength lies in developing a transformation strategy and leading of multi-cultural teams.
Bohuslav has international experience, he has been active in interim management for several years, speaks several languages, and has extensive experience from numerous projects.
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