Achievements

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

Distribution group with a network of 80 directly operated stores and 350 franchised outlets, under LBO for 2 years, is accelerating its international development.

Historically, the group was built through acquisitions, and its business and back office IT tools are heterogeneous and limit the speed of possible integrations.

Under the impetus of the investment fund, a project team dedicated to the implementation of SAP is composed of external and internal staff. IMT Partners was asked by the CIO to identify a resource to reinforce this project team and to manage the deployment of the procurement and logistics module.

Drawing on his experience of numerous projects in similar contexts, the manager presented by IMT will map the flows, then support the supply teams in drawing up the specifications.

Duration : 5 months

Further to the retirement of its tax manager, this B2C distribution company calls in an interim manager to ensure the continuity of the function, manage the teams and optimize procedures until a new person is hired to fill the post.

Duration : 8 Months

Following the retirement of its tax director, this B-to-C retailer called on an interim manager to ensure continuity of the function, supervision of the teams and optimization of procedures, while the recruitment process was underway.

Duration : 8 months

Further to the sudden departure of the marketing manager, this retail and media player has called on IMT Partners to fill the vacant position at the head of a team of 50 staff. Leveraging the interim manager's expertise in the sector, the client has decided to extend the assignment with a view to reorganizing the services of his department.

Duration : 7 Months

Following the sudden departure of its marketing director, this retail and media company asked IMT Partners to fill the vacancy by managing a team of 50 employees. Taking advantage of the interim manager's sector expertise, the client decided to extend the assignment in order to reorganize its department.

Duration : 7 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

Duration : 12 Months

Business development / Major project

A major player in the retail sector is pushing an innovative project to defend its market share. He decided to call on an interim manager to lead the project and coordinate the field teams with the central services.

Duration : 12 months

Our client, a company working in a specialized retail field, willing to digitalize their services and business offer, calls for an IT director to lead the transformation.

Duration : 9 Months

As part of the digitization of its services and offers, this specialized retailer called on a transitional CIO to lead the transformation.

Duration : 9 months