Achievements

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

"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

Our client, the leading European business district, is creating a new entity from scratch, bringing together two distinct mission areas and different statutes.

To do this, the new organization needs the services of a seasoned manager who is familiar with financial transformation, who is comfortable working in a public environment, who has the ability to make proposals, and who has the leadership skills to lead the teams through this rapid transformation.

The IMT-partners interim manager was able to provide the flexibility needed for this type of challenge and unstable environment, while bringing a new dynamic and a positive outlook.

Duration : 18 months

An international group deploying its expertise in the installation of wind farms, both onshore and offshore, on all five continents. In order to accelerate its growth in countries not yet covered by the brand, the group is proceeding with external growth and is strengthening its positions in Germany.

After the acquisition, the historical General Manager of the acquired entity suddenly leaves his position. Eager to recruit a local profile, our client called on IMT Partners to provide an urgent bridging mission to the recently acquired subsidiary.

In a tense social context, the identified manager is responsible for reassuring the teams and building confidence by quickly taking ownership of the deployment projects being signed.

Duration : 9 months

Group involved in the infrastructure aspect of the deployment of optical fiber in France. With a view to diversification, the group is acquiring an entity specialized in computer network security. Our client is looking for an interim manager to integrate the activity into the group's cybersecurity business unit.

The arrival of an external manager dedicated to the creation of synergy between the two activities is well perceived by the absorbed entity, it allows to reassure the employees and to create a link between the teams.

The manager will manage and lead the merger of the teams on a single independent site to facilitate the adhesion to the group and accelerate the expected commercial synergies.

Duration : 12 months

Further to the sudden withdrawal of its subsidiary's manager, our client is using the services of an interim manager to ensure business continuity, report back to head office and stabilize the organization.

Duration : 8 Months

Following the sudden departure of the head of its subsidiary, our client uses the services of an interim manager to ensure the continuity of the activity, reporting to the headquarters and stabilize the organization.

Duration : 8 months

Further to the resignation of the executive, the client requests the intervention of an interim manager mastering the operation of a very significant logistics platform. In parallel with the day to day, the interim manager starts and leads a project to significantly improve the service rate.

Duration : 9 Months

Following the resignation of the current manager, the client requested the intervention of an interim manager with expertise in the management of a very large logistics platform. In parallel to the daily delivery of the mission, the interim manager launches and leads a project to significantly improve the service rate.

Duration : 9 months

"In order to mitigate the effects of the departure of the managers of a number of establishments, our end client called upon IMT Partners to provide management continuity for the profit centers and Implementation in situ of strategic projects specified by the group..."

As a French distribution group, specialising in ethnic products and active in the European market, our client is present on the BtoB, BtoC and BtoBtoC sectors. The company, which is positioned in a niche market, has approximately 1000 employees located across approximately thirty points of sale.

Confronted with a shortage of managers in two establishments, the group wishes to call upon the services of IMT Partners for the intervention of a transition manager capable of taking over the perimeters and managing the transformation of the shops.

In fact, as the group is in the midst of recasting its commercial strategy, the transition manager must simultaneously combine a role as manager on the ground and a role as transformation project manager.

An assignment letter, specified upstream, is then refined following the first few weeks in situ. This enables formalization of the expected axes and objectives:

• Operational audit of the situation via mapping of the strengths and weaknesses of the organization
• Specification of a plan for the transformation of the points of sale based on the reworking of the client experience in a shop and the re-launch of communications/marketing
• Re-mobilisation of teams needing a reinjection of dynamism
• Establishment of very regular reporting on initiatives implemented

Storyboard:

From their first day on assignment, the transition manager intervening under the aegis of IMT Partners is presented to the teams. There will inevitably be a mixed reception: some of them will be delighted that a new establishment manager will be taking up the baton and showing the way, and others will take a dim view of the newcomer who will be making changes and imposing rigour. They will quickly ascertain what these divisions are and confirm that a hard core is the source of a number of corporate and organizational problems.

During the month that follows their arrival, and in parallel with re-establishing control over establishments, the transition manager transition audits the middle managers and their teams, accounts, and the organization of the shops. They then set out a transformation plan, which must be integrated into the group commercial strategy and also respond to local issues.

By applying the methodologies acquired during their career, involving the teams in the transformation project and recruiting new, motivated staff, they will direct the change process, transform mentalities and enhance the image of the establishments.

Supported by general management, which ascertains that the indicators return to the positive and exceed targets, the transition manager seeks to make the teams autonomous and prepares for the arrival of his/her successor, who is recruited in parallel with their 4 last months of intervention.

With this initial transition management experience to call upon, the client, through the voice of its management board, appoints the transition manager, in the framework of a second mandate, to support the transformation of the network from the head office.

This assignment is currently underway.

Duration : 6 Months

"In order to compensate for the departure of the directors of several establishments, our client called upon IMT Partners to ensure the continuity of the management of the profit centers and to implement the strategic projects defined by the group on the ground..."

French distribution group specialized in ethnic products and radiating on the European market, our client is present on the btob, btoc and btobtoc segments. The company, which is positioned on a niche market, has about 1000 employees spread over thirty sales outlets.

Faced with a shortage of managers in two establishments, the group wanted to call on the services of IMT Partners for the intervention of an interim manager capable of taking over the perimeters and ensuring the transformation of the stores.

Indeed, as the group is in the process of overhauling its commercial strategy, the interim manager will have to simultaneously play the role of field manager and transformation project manager.

An assignment letter, defined beforehand, is then refined at the end of the first weeks in the field. It allows to formalize the expected axes and objectives:

• Operational audit of the situation through a mapping of the organization's strengths and weaknesses
• Definition of a transformation plan for points of sale based on a redesign of the customer journey in stores and a relaunch of communication/marketing
• Remobilization of teams that have run out of steam
• Establishment of a very regular reporting on the actions implemented

Storyboard:

On the first day of his assignment, the interim manager working for IMT Partners is introduced to the teams. They gave him a mixed reception: some of them were delighted that a new director was taking over the helm and setting the course, while others took a dim view of the arrival of a profile that was going to transform and bring rigor. He was quick to note these divisions and confirmed that a hard core was the source of many social and organizational problems.

During the month following his arrival and in parallel with the takeover of the establishments, the interim manager audits the middle managers and their teams, the accounts and the organization of the stores. He or she proposes a transformation plan that must be integrated into the group's business strategy and respond to local issues.

By applying the methodologies he has acquired during his career, by involving the teams in the transformation project and by recruiting motivated new employees, he has succeeded in leading the change, transforming mentalities and improving the image of the establishments.

Supported by the general management, which notes that the indicators are becoming positive again and exceeding the objectives, the interim manager seeks to make the teams autonomous and prepares the arrival of his successor, who is recruited at the same time as his last 4 months of intervention.

On the strength of this first interim management experience, the client, through its management committee, assigned the interim manager to a second mandate to support the transformation of the network from the head office.

This mission is still ongoing.

Duration : 6 months

"In a carve out context, our client called upon the services of IMT Partners in order to have the benefit of a site manager, in preparation for a take-over by an investment fund... "

As a French company with a number of production sites, this manufacturing company decided ultimately to re-focus on its original market, and to seek a buyer for one of its production sites. This site, which had been run by the same manager for a long time, therefore needed to see its value enhanced and required a strong intervention on the quality and optimization of production. It is this context that this structure called upon IMT Partners in order to benefit from its services, to work on both the optimization factor and also on reassuring the future owners.

In fact, as well as enhancing the value of the sale to the maximum extent through optimisation of the manufacturing processes, an improvement in quality was also necessary for the site, whose staff had experienced a very low turn-over during the past ten years. An external perspective very quickly enabled a review of a number of practices, and thus for the profitability of the site to be improved.

The assignment letter from the manager focused both on production and on quality, at the same time adapting management to a transformation context.

Storyboard:

From his first day on the mission, the transition manager provided by IMT Partners was presented to the teams. It was a mixed welcome, with some being delighted that a new manager was taking over and instilling best practices, and others apprehensive about the arrival of someone who would be transforming this manufacturing structure. He rapidly registered these divisions, and thus sought to stress the aspect of support for change so that everyone would be behind the imminent changes.

During the first months of the mission, the manager, through his natural leadership qualities, emphasised the dimension of giving the lead and direction, to avoid staff having concerns about any negative developments for the business. He worked in parallel on project management, giving responsibility to certain executives who had not hitherto been given sufficient prominence.

The rapid and effective change enabled the company to confer the maximum additional value upon their site and at the same time to find an ambitious purchaser and to optimise their transfer of assets.

Furthermore, through their presence and familiarity with the need to evolve within environments undergoing transformation, the transition manager enabled a continuity of management during the change of shareholders.

The mission was a success and business activity for the site has now developed strongly, having increased competitiveness while renewing the motivation of the teams.

For this mission IMT-Partners indexed its contract for the provision of services with the client against the performance of the manager through the establishment of a contract with an obligation to achieve a fixed result.

This meant that the daily rate for the manager was significantly lower during the contract than one would expect for the market. At the end of the mission the manager benefitted from bonuses linked to its significant success enabling him to do better than would have been the case in a "standard" contact.

These bonuses were possible because of the targets set by all the parties for the culmination of the four weeks of audit and intervention by the manager at the site being met and even exceeded.

Duration : 12 Months

M&A

To run the Italian subsidiary it has just acquired, this key player calls in IMT Partners during the integration phase.

Duration : 9 Months

Change in scope of consolidation

To manage its newly acquired Italian subsidiary, this major player called on IMT Partners during the integration phase.

Duration : 9 months

Business development / Great project

In connection with substantial investments made to enter a new market, this metallurgical industrialist is looking for a profile to accelerate the launch of its Italian subsidiary. The interim manager masters the local environment and the various skills needed to prepare the arrival of the future general manager who will take over the work already underway.

Duration : 6 Months

Business development / Major project

In the context of major investments to penetrate a new market, this metalworking industrialist is looking for a profile to accelerate the launch of its Italian subsidiary. The interim manager is familiar with the local environment and the various areas of expertise required to prepare for the arrival of the future general manager who will take over the work already undertaken.

Duration : 6 months