Achievements

"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

• A mutual company has a project to merge three data processing centers located in different geographical areas.

• The stakes are crucial for the company and the CIO will drive the project himself.

• He is therefore looking for a transitional CIO to replace him in the day-to-day management of the IT teams and to steer the other minor projects.

Duration : 24 months

• A bank develops its IT infrastructure purchasing manager internally.

• After searching unsuccessfully for an IT purchasing manager who was immediately available to take on the position, it turned to an internal solution by retaining the CIO of one of its subsidiaries.

• Not being an expert in purchasing, the new director is accompanied by a manager (the mentor) specialized in IT infrastructure purchasing and associated software.

• The mission is planned to take place over 9 months with a part-time presence from 6 months.

Duration : 9 months

• An asset manager subsidiary of a large international bank wants to merge two management companies with different regulatory constraints. The project involves two French asset management companies that are totally independent from each other and a parent company based outside the euro zone.

• The mission consists of gathering the intentions of the parent company, confirming the feasibility of the project through in-depth discussions with the regulator and then initiating the operational implementation of the merger.

• The manager leads the project and is part of the existing compliance control system through the coordination of the RCCIs of each entity.

Duration : 15 months

As part of the internal promotion of a young HRM full of potential to the position of HRD, this insurance company, wishes to call upon a transition mentor to :

• Establish the strengths and weaknesses of the profile in order to set up an operational path to strengthen it on the themes of functions
• Prepare in room the social files (NAO, various agreements, policy of remuneration, etc...) and organization
• Provide operational support in situations that the young HRD has never experienced or does not fully master.

This service was provided on a part-time basis.

Duration : 12 months

Service group wishing to outsource all its invoicing and collection to one of its subsidiaries, our client calls upon an IMT Partners team consisting of 5 profiles to ensure the transfer of activity:

• Diagnose and secure each site through a managerial presence
• Standardize treatments in the target entity
• Ensure handover while maintaining customer service levels
• Close the affected sites.

Duration : 12 months

Direct impact of the Brexit, this financial institution is leaving the UK to set up its IT production department in southern Europe.

The mission carried out by IMT Partners consists in :

• Duplicate the production on both sites by updating the technologies.
• Ensure handover by recruiting or mobilizing English resources
• Close the site English
• Achieve productivity gains and matrix the organization.

Duration : 12 months

Our client is a subsidiary of a large French construction group. The structure is in difficulty: the catalogs are not up to date, the sales management is overwhelmed, the teams are not structured and the governance is in full evolution.

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

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

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