Construction sector - Germany | Managing Director / 19 Months | Integration and Restructuring | • Handled manager replacement
• Managed operations and executed the restructuring plan to return to profitability in 18 months
• Identified and trained potential successors internally
| • Handled manager replacement
• Managed operations and executed the restructuring plan to return to profitability in 18 months
• Identified and trained potential successors internally
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Components Manufacturer - Sweden | Industrial Plant Manager / 18 Months | Transferred and repatriated industrial activity in order to rationalise the geographic distribution of the company's production | • Maintained production during the transfer phase
• Stayed within the defined budgets
• Managed the administrative and corporate aspects of the site closure
| • The transfer of production was completed on time
• The budget was not overspent
• The site was closed without any strikes
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Subsidiaries of an international optics company - Asia | Managing Director, Europe / 12 Months | Completely reorganised two subsidiaries | • Made a former shareholding officer redundant and set up legal action
• Conducted an in-depth audit of the subsidiaries
• Restructured and reassured clients
• Led, managed, and motivated teams
• Conducted the transfer of one of the two subsidiaries
• Appointed a successor
| • One of the companies was sold to a legitimate player in the sector
• Completed legal action against the former executive
• The company was profitable again and a successor was appointed
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Foreign subsidiary of an International Industrial Company - Latin America | Chief Financial Officer / 7 Months | Insufficient profit and quest for improvement | • Developed a set of operational indicators to provide general management with valid and effective indicators
• Aligned the subsidiary in terms of the quality and credibility of financial information
• Determined the earn-out via reviewing accounts, especially in terms of project margins
• Structured and coached teams to implement effective project control
• Provided assistance in controlling IT processes
• Was a credible point of contact with the financial management of the subsidiary and division
| • In a few months, a new operational reporting system was set up, matching the requirements and standards of the company
• The financial team went through a significant reshuffling
• Set up a task force to rationalise credit control and improve cash flow
• Conducted a detailed analysis of the projects and of invisible (dormant) costs to better understand the financial structure and to optimise development areas
• Revalued the company
• Secured training for the successor
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Environment and energy company - Maghreb | Purchasing Manager / 4 Months | Structured and reorganised purchasing management as part of a Management Contract | • Set up coordination bodies with the operational departments
• Created and launched an organisation at the purchasing level
• Implemented processes, put together a purchasing database, and drew up procedures
| • Set up coordination bodies
• The organisation diagram and flowchart were presented to and validated by management
• Rebuilt the reporting system
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Automotive parts manufacturer - Russia | Assistant Managing Director / 9 Months | Strengthened the Russian entity | • Ensured support for the Russian general director in all areas
• Implemented organisational improvements
• Optimised the process for manufacturing and maintaining facilities
• Managed and improved skills in terms of the quality of service (e.g., client, suppliers, series production, projects)
• Organised information flow, the information gathering network, and reporting to the company
| • Set up management with implementation of best practices
• Launched productivity initiatives
• Further involved staff and had middle management take more responsibility
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Plastics technology - Romania | Industrial General Management / 8 Months | A French industrial company wanted to suspend its business in Romania. It entrusted an MPI interim manager with the task of closing its site without unrest nor a break in production | • Stopped production and stepped up another company factory/transfer to avoid losing ongoing contracts
• In partnership with a Romanian law firm, planned the employee safeguarding scheme and kept teams motivated until the end of the operation.
• Obtained the support of regional local authorities
• Decontaminated the site, secured it, and sold it as part of a one-off initiative
| • In under 5 months, the interim manager successfully completed the entire operation in terms of quality/cost/timing, without industrial action
• No break in production for clients
• The equipment which was not reassigned to other factories of the group was sold in local auctions. The site was decontaminated and secured
• The transfer of the site is under way
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Mining – Central Africa | General management / 15 months | A mining company wanted to withdraw from Central Africa | • Amidst political uncertainty, and without cutting ties with the powers that be, ensured the suspension of the subsidiary, and stopped and secured mining activity
• Managed and motivated teams in place through the end of the operation
• Maintained close contact with the headquarters teams throughout the entire mission
| • After 15 months of mission, the interim manager was the last to leave and gave the keys of the suspended subsidiary to a corporate lawyer
• In an extremely tense political context, successfully maintained the existing ties with local political authorities, and the management of the mining company
• The mine was entirely secured and the equipment was sold
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Automotive equipment | Factory Manager / 9 Months | A French components manufacturer faced quality problems amidst a large volume of orders | • Handled manager replacement
• Managed operations and executed the restructuring plan to return to profitability in 18 months
• Identified and trained potential successors internally
| • Operationally set up all the control bodies for the project: Design Review, Project Validation Committee, Project Management Committee (PMC), Escalation Process, Pre-sourcing/Sourcing Committees
• Managed the two investment phases to increase production capacity and increased needs related to future production in line with cost, quality, and time objectives
• Deployed an action plan to use 5S methodology again on the factory floors
• Participated in hiring the future Chinese managing director and supporting their operational assumption of duties
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