Achievements

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

As part of the internal promotion of a young HR manager full of potential to the position of HR Director, this insurance company wishes to call on an interim mentor to: Establish the strengths and weaknesses of the profile in order to set up an operational path aimed at strengthening it on the themes of 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

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

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

"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 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

"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

"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 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, 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

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