Achievements

The Group is an SME with 50 employees, a turnover of €19 million.

In the context of managing a crisis threatening the company's sustainability and in need of operational management assistance, the site is unprofitable following a serious process incident that has handicapped the operation of the plant for a year.

The management has no vision of the real profitability of this innovative activity (black pellet). No industrial retex. Lack of technical skills of the men, and doubts about the adequacy of the investment.

Mission Achievements:

Work on the decision-making process:

• Formalize economic indicators, involving the CFO.
• Formalize a production plan by developing a 3-month vision.
• Involve production staff in decision-making by developing visual performance management.
• Develop action plans and associated rituals.

Work on the process:

• To achieve the automatic operation of the dryer.
• Restart the primary shredding workshop and thus eliminate part of the mobile means.
• Optimize the operation of the pelletizing workshop.

Duration: 4 months

The Group is a mid-sized company with 2500 employees and a turnover of €375 million.

In a context of difficulties in developing new business (a start-up does not take off, a program does not find its market), the management is determined to generate short-term business opportunities.

The achievements of the mission:

• Training and follow-up of sales representatives, implementation of sales meetings / kick offs by region.
• Coordination and follow-up of opportunities: structure sales meetings around the mini-CRM, and liaise with salespeople.
• Abandon the fleet management offer and delegate it entirely.
• Reflection on changing needs (more sales & marketing resources and less technical resources).
• Define a sales & marketing support plan.

Duration: 5 months

The Group is a medium-sized company with 1100 employees and a turnover of €230 million.

In a context of strong growth, followed by a transformation plan, management needs a CFO capable of strategic analysis and long-term vision.

Mission Achievements:

• Management of the teams of the Finance Department, either in conjunction with the accounting, management control, purchasing, legal, quality teams
• Implementation of the company's transformation plan decided by the group
• Continue virtual sales projects
• Completion of the 2019 transformation plan: transition from a brand-based organization to a function-based organization with employees across the territory and independent salespeople.

Duration: 8 months

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

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 considers the Design Office as an essential lever for the future development of the company and a point of reference for the 80 agencies in France and abroad. As such, the BE must maintain confidence in the Group's French and International Agencies, which will, among other things, help generate turnover. The efficiency of the Design Office will allow 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

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

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, PC and telephony configurations
  • WAN links, speeds, costs.

• Rapid safety diagnosis and recommendations
• Implement any improvements enabling the customer to improve efficiency and robustness.

Duration : 11 months

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

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

"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 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

"The launch of a new commercial brand and the creation of an economic and social unit are the starting points for the merger of these two players in the aeronautics sector. The centralization of support functions is one of the components of the 5-year strategic plan, the upstream phase of which involves harmonizing the collective status of the two entities..."

Our client is a French international group in the aeronautical sector, which is launching a new service line in response to changes in its home market. It is deploying an ambitious project by regrouping two entities under a new single brand.

The positioning of the integrated structures ensures strong commercial synergies, which the group will combine with an accelerated integration plan. This approach includes the regrouping of support functions at the headquarters of the recently created holding company, as well as an agreement to share personnel between the companies.

The preamble to this transfer is to build the project of harmonization of statutes essentially governed by company agreements.

Centrally, the group did not have the capacity to second a suitable resource to lead the project, and decided to call on the services of IMT Partners to introduce an interim manager.

Story-board:

This sensitive subject is above all dependent on the respect of legal deadlines. A 16-month intervention was therefore chosen to bring the project to a successful conclusion. As soon as he arrived, the Manager focused on the background, spending 10 days getting to know the content of the existing agreements. He doubled this information gathering with numerous trips to the two sites concerned in order to get a feel for the practices and to be quickly identified by the key contacts.

The next step will be to build the project to harmonize the collective statutes and to conduct its HR/Social component.

Relying on his ability to propose management methods (he has 10 years' experience in consulting), the interim manager will manage this complex project operationally, sometimes taking on the role of PMO:

• framing the project by proposing a convergence management schedule
• negotiation of a method agreement with the IRP
• negotiation of and harmonization of all social protection
• implementation of an innovative approach to promote mobility
• close coordination with the HR departments of the merged entities
• finalization of agreements

For a company with more than 2,000 employees, the mission includes a strong change management dimension. Alongside the Director in charge of the transformation and with the support of the internal communications manager, the interim manager will steer the social transformation.

Duration : 16 months

Our client has made several major acquisitions in order to consolidate its position among the leaders in international transport. Following an internal transfer, the group needs an experienced interim manager with a perfect mastery of national and international competition law.

The manager started during spring 2017 by joining the group's legal department and more specifically the competition department. He ensured the continuity of ongoing cases, while bringing his technical expertise in the context of new acquisition projects, analyses of existing cases.

Duration : 11 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 large metallurgy group, is facing a problem of quality certification and environmental impact on one of its sites.

Our interim manager intervenes in this context to bring this matter to a successful conclusion and thus allow the site to continue its activity with peace of mind.

• He will put together the file, follow it up and defend it with the competent administrations.

• It will set up the necessary HSE processes

• He will train the operational teams so that good reflexes are adopted in the company.

Duration : 12 months

Our client, a leading player in the field of high-speed broadband, aims to deploy the networks required for digital irrigation in our territories as quickly as possible, at the best cost and in complete safety.

In order to face the increase in demand, the operations management wished to call upon the IMT firm in order to position a purchasing project manager for the implementation of a subcontracting network.

To achieve this, the interim manager was able to identify all the players by setting up a sourcing plan, training on the client contractual process and rolling out the offer throughout the country.

Duration : 6 months