LEADER IN
CROSS-CULTURAL EXECUTIVE INTERIM MANAGEMENT
WORLDWIDE

To achieve economies of scale on an international scale in the current manufacturing footprint:

• relocate the manufacturing activities from the Netherlands to Poland.

• ensure a smooth transition of manufacturing, supply chain, and logistics

• lead, motivate, and grow the current team of 500 FTE

• coordinate all stakeholders in the Netherlands and Poland

• communicate regularly with the customers

Following a move to a new manufacturing site in Serbia with approx. 400 employees, the company identified a substantial potential by switching to regional suppliers from the Balkan region. 

• improve the SOP planning

• review and clean master data in the supply chain area

• identify and contract alternative local & and regional suppliers

• plan and perform a smooth transition to local supplier without disruption of supply chain processes and customer satisfaction

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One year after the acquisition of a family-owned company in Poland, the Private Equity fund has embarked on an accelerated growth path with the company. To support the current local board of directors, an independent Advisory board member has been appointed to coach and lead the CEO and Business Development Director during the international expansion. 

The Advisory Board member is a former CEO of a multinational group from within the industry, who has enjoyed 2-3 days per month of interaction with the local management, the new markets, and the Private Equity owners. As a result, both synergies and opportunities were leveraged in a structured manner.

Following an acquisition of a local family-owned company by a private equity fund from the United Kingdom

• take over the full responsibility for the finance, controlling, treasury, and accounting area

• introduce transparency, governance, and group-wide reporting standards

• implement a rolling 13-week forecast focused on working capital

• support the cultural change from a family-owned to PE PE-owned

Due to limited transparency, and poor financial results, the parent company in France decided to hire a new CEO for the Czech Republic and Slovakia, while the current CEO was still in place. 

A typical public executive search by their executive search company is in such situations not an option due to the risk of a market leak. 

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Using our existing international pool of managers personally known to us, and the confidential network of our advisory board members, , we are able to on-board a suitable permanent candidate within 6 weeks.

An international group with HQ in Sweden decided to optimize its manufacturing footprint across its European production sites aimed to reduce costs, increase flexibility, and improve quality. 

The consolidation process faced several challenges due to cross-cultural communication differences and operational inefficiencies. To overcome these challenges, an advisory board with 2 members from Supply Chain and Operations was formed. 

As a result, a data-driven and analytic-based approach to redesign the optimal manufacturing footprint based on current and future demand, supply, and cost scenarios was designed and implemented together with the local management. 

Following the departure of key managers in Romania due to the increase in the size of the plant operations:

• stabilize the existing site by strengthening the trust, and engagement of the employees

• identify, interview, hire, and on-board key board members, and mid-level managers for the local plant

• Introduce long-term succession planning and digitalize the employee feedback practices

• Hire and train a permanent HR Manager

The company invested in an executive search process with an external company, that took 6 months. An additional 3 months were consumed by the termination period of the candidate who accepted the offer. The change of leadership was communicated to the plant, and the existing plant manager was released from his duties.

Given the tense situation in the labor market in Poland, the selected candidate accepted an offer from another company shortly before the starting date and did not join the company as planned. The time-critical permanent vacancy needed to be filled within days, rather than within weeks. 

A UK-based company producing fiber-based materials acquired a Bulgarian company operating in the same industry. The acquisition aimed to expand market share, product portfolio, and manufacturing capabilities. However, the integration faced several challenges due to cultural differences and regulatory compliance issues.

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A former CEO of a leading player in the fiber optics industry has led several integration projects in different countries and offered his expertise in various aspects of the post-acquisition process.

He acted as a mentor and coach to the management team and helped them develop their leadership skills and confidence.