Case studies
Change management specialist: UK/US-based FTSE 100 organisation
The client
A FTSE 100 power and utility organisation, based in both the UK and US was undertaking a major transformation of its business.
The brief
The client had recognised that procurement – commercially under-leveraged in the past -- represented a major value opportunity. Accordingly, it had made a strategic imperative of re-engineering its global procurement processes. The re-engineering project was sponsored by the company’s Finance Director.
The Interregna interim manager’s brief was thus to:
- assess current procurement practice
- define the business case for the entire project to establish new procurement structures and processes
- design the re-engineering programme with internal and third-party resource
- implement new global procurement structures and processes and ensure that the substantial benefits defined in the business case were successfully delivered
The interim manager
A specialist in change management, with 20 years of client-side experience across the FMCG, drinks and retail sectors.
The achievement
The interim manager spent a total of 21 months with the client company. The first three months were spent defining and building the business case for the re-engineering project; by Autumn 2010 the project will have achieved cumulative economies representing an 8-fold return on investment. With world-class technologies now in place, forensic-quality data mining, and a completely reorganised global function, the client’s procurement operations now surpass key cross-industry commercial benchmarks by some 70%.
Interim managing director: heavy engineering in energy sector
The client
A leading international provider of heavy engineering services to the oil and gas industries. Having aggressively targeted new markets, the company had grown rapidly and was experiencing substantial change.
The brief
An interim MD to ensure delivery to match new operational/ delivery demands, maintaining stability on the shop floor while also improving operational and business processes.
The interim manager
A candidate with some 30 years’ experience in the engineering sector, 20 years at MD level.
The achievement
The interim MD introduced a rigorous regime of performance metrics and incentives. By the end of his tenure, he had delivered improved productivity and ensured consistent service levels to clients. The company now has a sustainable position in its markets and is well placed for further expansion.
Interim managing director: food industry
The client
A multinational Dutch group, specialising in dairy products and food processing, needed to turn around its unprofitable UK subsidiary.
The brief
The initial priority was to team-build and restore morale, before identifying the most effective way to reduce the company's cost base. Moreover, funding for capital expenditure was severely limited.
The next key issue was the development of credible programmes for new business, NPD and marketing, in order to ensure sound and continuing relationships with national customers.
The interim manager
A senior director, with a strong track record of managing food and trading businesses worldwide, who brought a much-needed skill-set to the company.
The achievement
The interim MD spent two years with the company. Initially, he concentrated on production improvements and stock control to reduce the high costs of responding to seasonal peaks. Within nine months, the turnaround had produced annual cost savings of £2 million, bringing the company back into a significant profit, while working capital had been reduced by £3m. The labour force had been halved for the same volume, with productivity raised from 50% to 70%. The interim MD also worked with the board to evaluate long-term plans within the group's overall strategy.
Interim chief financial officer: high-street retailer
The client
A long-established high street name undertaking rapid change to reverse the decline caused by business erosion on diverse fronts.
The brief
Interregna was commissioned to fill the post of Finance Director at a time when reorganisation and substantial cost-savings were an imperative for this well-known name in a highly competitive and fragmented retail sector.
The interim manager
An accomplished FD, with a strong commercial edge and senior experience gained with three major UK retailers.
The achievement
Interregna’s interim CFO ultimately remained in place for over 9 months.
Amongst her achievements was the scoping and leading of a head-office reorganisation programme which led to downsizing of 25% and substantial associated cost-reduction benefits.
She also played a key role in a change-management initiative that focused the company's activities and maintained direction during a critical period. Improved practice and controls were established in buying, promotions and pricing. Accounting standards were also enhanced with rigorous forecasting and reporting techniques.
At the end of the interim's tenure, a new permanent incumbent inherited a financial function in ideal condition to enable further improvement of the total business.
Interim financial director: sports broadcaster
The client
A subscription-based sports broadcaster with a first-class management team.
The brief
An exceptional interim FD to replace the previous incumbent, who had under-performed.
The interim manager
The Interregna candidate proved a natural fit, supplying the necessary strategic thinking to implement sound fiscal management and communicating positively and authoritatively at all levels within the organisation.
The achievement
The Interregna interim FD was ultimately in place for 12 months. Over an initial four-week rescue period, he negotiated with creditors to avert a cashflow crisis and establish a working capital plan.
Within three months, the company was benefiting from coherent management accounting, a stable business plan and reliable financial processes. The senior financial role was subsequently assumed by a permanent candidate, also recruited through Interregna in partnership with Sleigh Select.
Call centre specialist: online payment company
The client
The specialist internet payment subsidiary of a major bank was experiencing exceptionally rapid growth: 90% year-on-year.
The brief
The company urgently needed to urgently bolster its customer service operations in order to cope with demand and meet customer expectations. Rather than appointing external consultants, the management team preferred to source an interim from Interregna who would take ownership of the project.
The interim manager
A specialist with over 10 years’ experience of managing call centres and a track record of transferring her skills to customer service teams.
The achievement
Within days, the candidate was up and running and fully conversant with the client’s business models. Her tenure, which lasted seven months, resulted in a new team structure and major enhancement of the call centre’s capability and standards. Underpinning the increased productivity and quality of delivery was a new focus on development of staff skills.
The best practice established by Interregna’s interim manager remained fundamental to the call centre’s success after her departure for a new assignment.
HR director: quoted financial services group
The client
Following the acquisition of two new businesses, the group was going through major changes. At its core was a traditional business which had been family-run for over 50 years. New shareholders were demanding a change in culture and a complete review of HR practices.
The brief
The key requirement was to initiate a change in culture and attitudes in a traditional working environment with a mainly clerical workforce, many working part-time or outside normal hours. It was critical for the interim manager to achieve the respect of both management and staff.
The interim manager
Interregna identified a highly experienced HR professional with an excellent track record in handling people issues over periods of change in a variety of industries.
The achievement
Over a four-month period, prior to the appointment of a permanent HR Director, the Interregna manager’s key successes were:
- Establishing a more open, less hierarchical culture, notably through weekly team meetings and informal briefings
- Introducing new terms and conditions at all levels
- Establishing appropriate procedures for disciplinary matters
- Rationalising overtime arrangements and holiday pay
HR specialist: major UK financial institution
The client
A major UK financial institution, going through challenging strategic and operational change.
The brief
An urgent requirement for senior expertise in specific aspects of HR.
The interim manager
Interregna’s candidate filled the brief for an HR specialist in compensation and benefits with heavyweight experience of global banking practice and a sensitive approach to people issues.
The achievement
Interregna's interim manager has now been in place for over 12 months. Having initially concentrated on key remuneration issues, including the annual salary review for international staff, he is now also closely involved in a number of special projects, including new business development and joint ventures.
For more information on what an Interregna interim manager could achieve for your company, please contact us
