
Achievements

6-month, full-time assignment
The Group is an ETI with 3,300 employees and 6,000 external service providers, sales of €600 million and strong organic growth.
It relies on 2 core businesses:
- Deployment of fiber optic network infrastructure as part of the high-speed broadband plan on behalf of operators
- Deployment & connection of optical fiber to the last point of contact (activity management)
The CEO is aware that the growth that has driven the Group's strong development will slow down (fiber rollout). Against the backdrop of the LBO, he therefore wishes to place greater emphasis on performance across all the Group's BUs, in order to improve financial performance over the medium term. The BUs have different degrees of maturity in terms of performance management and improvement.
The Managing Director wishes to create a "Group Performance Department" responsible for steering and driving the alignment and coherence of the BUs' approaches.
This "Group Performance Department" is entrusted to a young "High-Po" who joined the Group 6 months earlier, with experience in another sector.
This position is her first as a Director and Manager, so the client wishes to set up a "mentoring" program to support her in building this Direction and in taking up the position.
Duration : 6 months

7-month, full-time assignment
The Group is an ETI with 3,300 employees and 6,000 external service providers, sales of €600 million and strong organic growth.
It relies on 2 core businesses:
- Deployment of fiber optic network infrastructure as part of the high-speed broadband plan on behalf of operators
- Deployment & connection of optical fiber to the last point of contact (activity management)
Against a background of growth, the customer is harmonizing its internal processes and industrializing its internal operations. Among the many projects arising from this, the customer wishes to support the design offices of the five operational departments in a phase of regrouping towards an internal service center.
The Group sees the Design Office as an essential lever for the company's future development, and a point of reference for its 80 agencies in France and abroad. As such, the Design Office must retain the confidence of the Group's French and International Agencies, which will, among other things, help generate sales. The Design Office's efficiency will enable it to consolidate its short- and medium-term strategy in the Outsourcing sector.
The cell manager is supported in 3 ways
- Deployment of outsourcing unit
- Risk management - Organization
- Business Plan
Duration : 7 months

6-month, full-time Transformation assignment
The digital subsidiary of a major CAC40 group supports the brand's promise by offering a wide range of content and services for its customers' travel needs. It has developed digital assets (websites and applications) around 3 verticals (Food & Beverage, Mobility, Travel).
All these services are supported by the Internal Information Systems department. This covers both "business" areas (ERP and IS for finance, accounting, CRM, BI, logistics, SFA), "editorial" areas (GIS-type mapping tools, content management tools, editorial production lines), the technical infrastructure supporting internal activities (business systems and content management) and external activities (digital products and B2C/B2B websites), office automation and telecoms management.
Following the departure of the Head of Internal Information Systems and the company's desire to overhaul the function in line with the new strategic plan, the client is looking for a manager capable of ensuring the ongoing work and transformation.
- Develop IS strategy (Enterprise IS, Infrastructure and office automation, Editorial IS)
- Manage projects and outsourcers, and oversee rollouts
- System operation (roadmaps, maintenance, upgrades, operation, supervision, incident resolution, etc.)
- Develop and manage teams (35 people)
- Maintain a technology watch to keep IT resources in line with business needs and guide strategic choices towards better solutions.
Manage budgets and support purchasing negotiations
Duration : 6 months

CIO replacement
The mission was to assist the Information Systems Department for 35 months and, in particular, to take on the following responsibilities:
Strategic :
- Define the IT department's strategy and master plan in line with the priorities and ambitions set by the customer,
- Define and prepare dashboards and indicators for business management and ensure detailed reporting to the customer,
- Develop and implement an organizational transformation plan
- Streamline contracts and optimize customer/supplier relations
- Maintain a constant technological watch to best meet the needs of the structure.
Operational :
- Guarantee application availability and security,
- Define and implement a set of processes, methodologies and best practices to achieve this,
- As a true manager, optimize the investment and operating budget and ensure that it is respected,
- Assist project managers in defining their needs,
- Prioritize projects and challenge stakeholders,
- Help define technological choices and architectures,
- Oversee the framing and execution of strategic projects in compliance with norms and standards,
- Monitor, with the support of IT teams, the quality of delivery provided by the prime contractor,
- Guaranteeing user satisfaction
- Manage and lead teams and service providers.
Duration: 35 Months

Mentoring a design manager to become CIO
- Finalizing the IT Department's transformation
- General management of the IT Department
- Diagnose and propose the organization of the Master Plan
- Propose and strengthen reporting methods and media
- Participate in the transformation of the Customer :
- Contribute to digital transformation, in particular through a forward-looking role and the ability to formulate concrete proposals
- Contribute to projects related to the future partnership, within the limits of the powers and delegations assigned to him/her
Duration : 9 months

PMO replacement
Reporting to the Technical Department, the mission consisted of :
Team Manager Pilotage :
- Leading the team and maintaining its momentum.
- Recruit profiles and manage resource allocation.
- Engage the team in achieving objectives.
- Help employees progress.
- Monitor the team's activity and budget.
Manage project portfolio
- Monitor the development of the portfolio and the progress of the projects in it.
- Check the availability of the resources needed to set up projects and ensure they run smoothly, and ensure that teams are sized to meet scheduling requirements.
- Ensures the organization and formalization of risk analysis at portfolio level and the follow-up of associated action plans.
- Ensure that commitments are met and provide operational support to teams and project managers in the event of a major alert.
- Consolidate reporting.
- Provide project management expertise.
- Define the organization and operating methods best suited to the challenge and context.
Project management
- Define the organization and operating mode of the project.
- Manage teams during the different phases of projects.
- Monitor budget and milestones.
- Analyze and monitor risks and implement action plans.
- Organize and lead committees and progress meetings.
- Establish communication with management.
- Draw up a project assessment (highlighting successes and identifying areas for improvement).
Duration : 6 months

Offshoring recipe and test activities
The manager's role was that of Project Director and his tasks were to :
- Take a critical look at our definition of candidate perimeters for outsourcing
- Build a comparative analysis of outsourcing options (France, Europe, Eastern Europe, Nearshore, Offshore; captive or via a service company...) on key criteria such as:
-
- quality (skills of available resources)
- responsiveness (speed in making resources available, sufficient size of local resource pool, etc.).
- culture (ease of working with European teams, opportunity to develop a corporate culture, etc.).
- implementation complexity, key success factors
- costs (of resources and management of the structure set up)
- Define recommendations on the outsourcing option(s) best suited to ManoMano's situation, based on projected resource requirements.
- Advise on key elements and criteria to be included in a partner selection RFP
Duration : 3 months

CIO replacement
In this context, within the finance department, the mission consisted of :
- Drawing up a report by IS division: Infrastructure / Workstations / Inter-site links / Telephony / Teams
- General IS diagnosis (1 month)
- Prioritizing topics with the customer
- Monitoring and facilitating the transition to the current DN Reporting service provider
- Defining an outsourcing policy
- Meet, audit and manage all IT stakeholders (Colmar, Pôle Sud, etc.)
- Handle (recruit) internal sourcing/staffing aspects
- Document the infrastructure, especially telephony, to launch an AO for TOIP migration
- Making a statement :
- licencing, in particular O365
- user configuration, PC and telephony
- WAN links, speeds, costs.
- Rapid safety diagnosis and recommendations
- Implement any improvements enabling the customer to improve efficiency and robustness.
Duration : 11 months

ERP deployment at all European sites
In order to accelerate the process of defining an IS Master Plan, Mademoiselle Desserts needed 27 months of external support from the IT Department to :
- Complete the Usine inventory and expectations. Meetings, workshop Usines France
- Formalize Mademoiselle Desserts' key business requirements (cross-functional and plant-specific needs).
- With the CIO, define target scenarios and Recommendations :
- Transversal functions / specific functions Usine France
- Use ERP VIF or market ERP consultation
- Deployment strategy, macro-planning
- Estimate Budget
Duration: 27 Months

10-month, full-time Transformation Mission
The Customer is a world leader in ticketing solutions and payment systems. Headquartered in the Paris region, the company has offices in Hong Kong, Mexico, Italy, India and New Zealand.
As part of its Information Systems Department, the Customer is carrying out a number of organizational and technical transformation projects (ERP, migration to the Cloud, etc.), leading it to look for specialists in this type of situation, particularly in the field of Delivery.
Within the ISD, the objective of the mission is to:
- Adapt corporate projects to the challenges and context of the Business Line
- Manage application projects in France and Belgium
- Transition projects to production (VABF, VABE) and support
- Define and implement quality indicators for projects.
- Identify and propose IS improvements
- Report on the actual quality of its deliverables and suggest qualitative improvements
Duration : 10 months

Banking - HR
As part of the internal promotion of a young HRM full of potential to the position of HRD, this insurance company would like to call on the services of a transition mentor to: Establish the strengths and weaknesses of the profile in order to set up an operational path aimed at reinforcing her on the themes of her functions.
Prepare social (NAO, various agreements, remuneration policy, etc.) and organizational files in chambers. This service was provided on a part-time basis.
Provide operational support in situations that the young HRD has never experienced or does not fully master.
Duration : 7 months

BTP - Sales Department
Our customer is a subsidiary of a major French construction group. The structure is in difficulty: the catalogs are out of date, the sales department is overwhelmed, the teams are not structured, and governance is in a state of flux.
The interim manager starts by taking charge of the export sales department. The mission took a turn when the company parted ways with the French sales director, and the manager quickly took over, right in the middle of organizing the annual sales seminar.
The objectives are ambitious since the structure's results must be turned around, while advising the management on the strategies to be implemented and supervising the teams, disoriented following the multiple movements. The clients are located all over the world (Israel, United Kingdom, Sweden...) and the manager has to visit them during the 9 months of the mission.
Duration : 9 months

Services - Accounting department
Our customer, a European hotel group, moved to the Paris region in 2013. The integration of a new hotel by external growth into the group's matrix took place in two stages, first with strong communication and significant resources implemented to modernize the hotel and ensure a strong impact on the market, then today with a harmonization of procedures, tools and an alignment of finance to group standards. Against this backdrop of strong development, the role of the Accounting Manager was to support and steer the change, while continuing to manage the hotel's day-to-day accounting activities. After a hasty departure, and against the backdrop of a hectic year-end, IMT Partners was called in to bring these projects to fruition. The mission statement defined the following priorities:
Audit of current projects, schedules and dashboards in order to take them in hand and bring them to completion
Supervision of teams on day-to-day issues (accounts payable, audit of customer balances, management of arrears and deposits)
Management of reporting to head office in Germany, and compliance with Group standards
Storyboard:
The interim manager working for IMT Partners found herself in a delicate situation, with the various harmonization projects at a standstill since the departure of her predecessor. She was well received by the teams, and her experience in the hotel sector enabled her to quickly take charge of the operational scope of the assignment. The first month's challenge was to revitalize the projects and teams, which had lost their bearings after the sudden departure of the previous manager. The following weeks enabled him to relaunch the projects in order to get closer to the schedule defined upstream in conjunction with German management, and to meet the milestones. The assignment, which will come to an end at the end of January, has restored a degree of confidence in the plant's capabilities on the part of head office. Monthly reporting is now carried out in a format identical to that of the Group's other hotels, following a smooth transformation despite the delay in start-up. The teams were revitalized by the intervention of an experienced and operational interim manager. She is now helping to recruit her successor on a permanent contract.
Duration : 7 months

Industry: Site management
"In the context of a Carve Out, our client called on IMT Partners to provide a site manager to prepare the takeover by an investment fund...". A French company with several sites, this manufacturer decided to look for a buyer for one of its production sites, in order to refocus on its home market. This site, run for many years by the same manager, needed to be upgraded, and required a strong focus on quality and production optimization. It was against this backdrop that the company turned to IMT Partners for help in optimizing the site and reassuring future buyers. Indeed, in addition to maximizing the value of the sale by optimizing industrial processes, an improvement in quality was also necessary for this site, whose workforce had experienced very low turnover over the last ten years. An external viewpoint will enable us to quickly question certain practices, and thus improve the site's profitability. The manager's mission statement was to focus on both production and quality, while at the same time taking charge of management in a context of transformation. On his first day on the job, the interim manager proposed by IMT Partners was introduced to the teams. Their reception was divided, with some people delighted that a new site manager was taking over and bringing in Best Practices, and others fearful of the arrival of a profile that would transform this industrial structure. He was quick to note these divisions, and wanted to emphasize the need to support the change process, so as to get everyone on board with the forthcoming transformations. During the first few months of his assignment, the manager, thanks to his natural leadership skills, set a course that enabled the workforce to avoid fear of negative business trends. At the same time, he works on project management, empowering certain managers who had not been sufficiently promoted until then. This rapid and effective change has enabled the company to make the most of its site, and to both find an ambitious buyer and optimize its sale. The interim manager's presence and experience of evolving in changing environments also ensure continuity of management during the change of shareholder. The assignment was a success, and the site's activity has now grown considerably, with the site becoming more competitive and the teams more motivated. For this assignment, IMT-Partners indexed its service contract with the client to the manager's performance, by setting up a performance-based contract. As a result, the manager's daily fee during the assignment was significantly lower than market practice. At the end of the assignment, he benefited from significant success bonuses, enabling him to earn a profit compared with a "standard" contract. These bonuses were triggered because the objectives set by all parties at the end of four weeks of auditing and on-site intervention by the manager were achieved and even exceeded.
Duration : 12 months

Services - Compliance - HR
Our client is an American software company distributing its products in the EMEA zone through a French and a German subsidiary. Within the framework of the sale of a product family representing 15% of its turnover, the group uses the services of an interim manager to rethink its Human Resources Department.
The products sold address a niche market and were developed on the fringe of the activities of a recently acquired entity. In fact, these software packages are a legacy that does not correspond to the clear positioning desired by the group.
Although they represent only 3% of the group's turnover, they account for 15% of the EMEA zone and this sale will have immediate repercussions for the French and German subsidiaries' workforce.
It was against this backdrop that the area's management decided to call on the services of an interim manager to ensure that its HR processes complied with the law, by entrusting him in particular with :
The realization of an inventory of the HR processes applied within the German and French subsidiaries
Set up an "HR" calendar including legal obligations, deadlines and associated document templates.
Drafting HR processes and rolling them out to the 6 branches in France
Storyboard:
The first two weeks are spent in San Francisco so that the manager can immerse himself in the history and culture of the group, and become familiar with the HR practices and processes at headquarters.
The second phase of the assignment will take place mainly in Paris and within the agencies in France. The interim manager will first of all carry out an inventory of the HR function and then draw up the target processes for the European subsidiaries.
To do this, it is inspired by the group's social reporting system in order to use the same format for reporting information.
The challenge of the mission is twofold: to reassure by guaranteeing the conformity of the processes with the social agenda, while facilitating the operational aspect by setting up the corresponding standard documents.
In 5 months, the use of the interim manager enabled a complete overhaul of the EMEA Human Resources department. In addition to the Compliance/Human Resources base, the mission made it possible to make the information produced more reliable, to gain in efficiency at the operational level via standard documents and to harmonize the reporting with the group format.
Duration : 10 months

Industry - supply chain
"Our client is a French group, operating in the metallurgy sector. Within the framework of a merger of several entities, the group uses the services of an interim manager to rethink the organization of its Supply Chain... "
By manufacturing its products on demand, this manufacturer places the Supply Chain at the heart of its organization. This just-in-time operation, combined with the fact that its industrial sites are spread over three continents and eight countries, motivates the company to optimize its Supply Chain function.
In parallel with this project, a merger of several entities convinced the group's management to call on the services of an interim manager to ensure :
Responsibility for the organization, planning and optimization of physical and administrative flows, according to the rules defined in the flow designs
The organization and coordination of the different logistic services in each country
Coordination, with the support of the Quality, Industrial and Purchasing departments, of the implementation and management of subcontracting flows, in order to ensure the best customer service at the best cost
The organization, implementation and management of the flow of products and semi-finished products purchased for processing or resale.
At the same time, we are responsible for the supply chain and its reorganization.
Story-board:
The first month of intervention takes place on the various international sites so that the manager can immerse himself in the particularities of each of them, and understand the specific requirements of each market and customer expectations. This immersion phase allows the interim manager to understand the management of existing flows.
The second phase of the mission will allow the interim manager to carry out an inventory of the Supply Chain function as well as its relations with the Quality, Industrial and Purchasing departments.
To do this, it draws on audits previously carried out on the various sites by an external body and compares them with its own observations.
The challenge of the mission is threefold: the manager must ensure the responsibility of the function, optimize it, while preparing it for the transformation linked to the internal merger.
In 6 months, the use of an interim manager helped to make the function more reliable and optimize it, by combining an external viewpoint with the company's own practices: the transformation was greatly facilitated by anticipating changes in processes.
Duration : 12 months