Achievements

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

"Against a backdrop of regulatory upheaval, this joint organization called on IMT Partners to help optimize purchasing and cash management. Taking advantage of this external view of the organization, the management committee entrusted IMT Partners with a project to create a treasury department... "

Our client is a parity organization, and its decision to create a treasury department, previously non-existent, will require a presentation to the board of directors, followed by a vote at a second meeting. Knowing how the firm operates successfully, our client did not wait to contact IMT Partners, so as to be in a position to act quickly in the event of a favorable response.

Faced with the project, the company had two strategic options: either it recruited a middle manager who would build the function "by hand", or it decided to use the services of an experienced profile to structure the scope before recruiting the future incumbent. The group opted for this second solution when it met the profile presented by IMT Partners.

Story-board:

The duration of the mission is difficult to determine, the parties agree together to be very flexible by providing for exits at different phases of the project.

Starting with a blank sheet of paper will facilitate the project, which will not suffer from the usual reticence when it comes to changing an existing organization.

Reporting to the financial department, the manager has a great deal of autonomy, and will lead the project by following an action plan established with the CFO:

• Drafting of specifications transmitted in the form of a call for tenders to banks
• Implementation of the new mapping of financial flows
• Writing of group procedures
• Internal project communication
• Implementation of the IS and cash pooling
• Recruitment of the Treasurer
• Training of key people impacted by the new processes
• Integration and mentoring of the future position holder

The interim manager has developed a strong business expertise during his 20 years of experience. Above all, he has already carried out two similar creation missions on behalf of investment funds. He will rely on these successful missions to select the service providers and to federate the internal interlocutors on the project.

Our client will remember the "profitability" resulting from the implementation of its treasury function, a mission whose cost will have been quickly "self-financed" by the savings generated. As for our manager, he will find the satisfaction of a "complete" mission by having taken the subject in autonomy and from start to finish.

Duration : 5 months

Our client, a large group in the environmental sector, is looking for a financial implementation mission in one of its engineering structures.

Following a group deployment of SAP, a small area had not been taken into account in the project and therefore required the intervention of a manager to set up the tool, adapt it to the activity and specificities of the structure and train the teams in its use.

The arrival of this new ERP system was accompanied by a necessary change management mission to change habits and get project managers to fill in, quantify and manage their engineering projects (with the aim of re-invoicing them to internal customers).

The IMT-partners interim manager was able to lead the teams towards the use of the tool thanks to an adapted pedagogy.

Duration : 6 months

Our client, a motor vehicle equipment manufacturer busy migrating from Magnitude to HFM, needs to cope with the sudden departure of its consolidation manager. The finance department is assisted by an interim manager who takes over the job. He sees the job through to a successful conclusion (migration of the tool) while sustaining the motivation of the teams.

Duration : 6 Months

Our client, an automotive supplier in the process of migrating from Magnitude to HFM, is faced with the sudden departure of its consolidation manager. The financial department was assisted by an interim manager who took over. His intervention resulted in a successful changeover of the tool and the maintenance of the teams' motivation.

Duration : 6 months

Following the departure of its Chief Administrative and Financial Officer, our client called on IMT Partners to send in a Change Manager to handle the management of teams already in place whilst carrying out the financial communication during this key period for the company.

A leader in its sector of activity, in B2B and B2C, our client is a global player, and does business either through its own name or by taking out stakeholdings.

In addition to heading up the Financial, Legal, IT and General Services, the Chief Administrative and Financial Officer also handles financial communication and partnerships at a time when the company was applying for listing on the stock market. However, he found himself having to leave the company quickly in order to seize a new opportunity. And, given the importance of the moment for the company, it decided to bring in the services of a Change Manager.

Storyboard:

The initial goal of relay missions is inextricably linked with the ability of the Change Manager to continue an existing position until a replacement takes over. Once the key tenets of the mission had been defined, the intervention of our Change Manager clearly testified the approach embraced by IMT Partners, which drew on the Discovery Report submitted by the Change Manager to enable a better transition and an optimization of the teams in place.

The mission started, as planned, with a short insertion period. Our Change Manager was introduced to the teams and other contact persons. He lost no time setting up meetings with key contacts to "break the ice" and quickly familiarized himself with the eventful company context in order to rapidly turn his focus on strategic projects: a global roadshow with the communication of reliable information to investors.

Three weeks after his arrival, the Discovery Report handed into IMT Partners by the Change Manager concluded that even though new partnerships were being forged, no major developments would take place until the new manager had been recruited. Thus, in the mission statement as updated by the Change Manager, the focus shifted to elements pertaining to operations and financial communication.

The following 2 months were also very efficient, according to client feedback: above and beyond bridging the transition between outgoing and an incoming Chief Administrative and Financial Officers, the intervention of our Change Manager led to an auditing of team operation and the closure of the first exercise following a stockmarket listing, doing so in a very international context.

Duration : 4 Months

Following the departure of its Chief Financial Officer, our client asked IMT Partners for the intervention of an interim manager who would manage the teams in place while carrying out the financial communication during this key period for the company.

A major French player in its sector of activity, in BtoB and BtoC, our client operates worldwide, in its own name or through participations.

In addition to managing the financial, legal, IT and general services teams, the CFO is in charge of financial communication and partnerships in the context of an IPO. He will have to leave his position quickly to seize another opportunity. Nevertheless, given the strategic period in which it is situated, the company wishes to call upon an interim manager.

Storyboard:

The initial objective of the bridging assignments is to ensure that the manager is able to secure and maintain the position before the arrival of the incumbent manager. With this basis defined, the intervention of our manager clearly illustrated the approach of IMT Partners, which relied on the delivery of the interim manager's astonishment report to allow for a better transition and optimization of the teams in place.

The mission started as planned with a short introductory period, with our manager being introduced to his teams and his various contacts. He quickly set up meetings with key contacts to "break the ice" and get a feel for the company's fast-moving context in order to quickly take charge of strategic projects: road show around the world and communication of reliable information to investors.

Three weeks before his arrival, he gave IMT Partners the astonishment report he had requested, in which he emphasized that, although the context for building partnerships was present, the important deadlines would not occur before the arrival of the new recruit. It is therefore the very operational and financial communication elements that take on the most importance in the interim manager's revised mission statement.

The following two months were effective according to the client's own words: beyond the bridge between the former Administrative and Financial Director and his successor, the intervention of our manager allowed an audit of the team's functioning and the closing of the first fiscal year following the IPO and in a very international context.

Duration : 4 months

Our client, a European hotel group, moved to the Paris region in 2013. The integration of a new hotel by external growth in the matrix of the group was done in two steps, first with a strong communication and important means 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 the finance to the standards of the group

In this context of strong development, the role of the accounting manager was to accompany and pilot the change, while managing the hotel's current accounting activities. After a hasty departure and in the context of a very agitated end of year, IMT Partners was called upon to carry out these projects.

The mission letter defined the following axes:

• 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 the reporting to the head office in Germany, and setting of the standards of the Storyboard group

The interim manager working for IMT Partners was in a delicate situation, as the various harmonization projects had stalled since the departure of her predecessor. The teams welcomed her favourably and her experience in the hotel sector enabled her to quickly take charge of the operational scope of the mission.

The challenge of the first month of the intervention was to revitalize the projects and the teams, which had lost their bearings after the sudden departure of the previous manager. The following weeks allowed him to relaunch the projects in order to get closer to the schedule defined upstream in conjunction with the German management and to respect the milestones.

The mission, which will be completed at the end of January, has helped to restore some confidence in the hotel's capabilities at headquarters. Monthly reporting is now done in the same format as for the group's other hotels after a smooth transformation, despite the delay in starting up. The teams have been revitalized by the intervention of an experienced and operational interim manager. She is now involved in the recruitment of her successor on a permanent contract.

Duration : 7 months

Structuring

Further to the deployment of SAP on one of its Brazilian production sites, our client decides to fine-tune its selling prices. It calls in an interim manager to review the cost prices of its product catalog then integrate them into its new ERP system.

Duration : 6 Months

Structuring

Following the deployment of SAP on one of its Brazilian production sites, our client decided to refine its sales prices. He asked a transition manager to take over the cost prices of his product catalog and integrate them into his new ERP.

Duration : 6 months

M&A

Our client acquires an organization in Slovakia while deploying its ERP system. It calls in an interim manager to urgently set up a common budget package and lay down management rules.

Duration : 7 Months

Change in scope of consolidation

Our client acquires a structure in Slovakia while deploying its ERP. He asked for an interim manager to urgently set up a common budget package and define the management rules.

Duration : 7 months

M&A

As part of a sale of one of its Business Unit, this metallurgist involves an interim manager to analyze changes in the account balance on the previous three years, participate in the revision of production methods of the financial annual statements and ensure the transfer of accounting knowledge to the company being sold.

Duration : 6 Months

Change in scope of consolidation

In the context of the sale of one of its business units, this metallurgist called on an interim manager to analyze the variations in the balancing account over the previous three years, to participate in the overhaul of the production methods for the annual financial statements and to ensure the transfer of accounting knowledge to the company being sold.

Duration : 6 months

Business Development

In the context of its international development, our client has acquired, in a joint purse investment fund arrangement, a competitor company in order to affirm its positioning in the African continent...

Duration : 5 Months

Business Development

As part of its international development, our client is acquiring, in joint venture with an investment fund, a competitor company in order to consolidate its position on the African continent...

Duration : 5 months