Repairing and growing existing operations.
Our assignments as C- level interim managers have lasted between 6 and 27 months, and have ranged from CEO of a $55MM healthcare services firm in turnaround to Director of Retail Merchandising for a chain of company-owned cellular phone and services stores in Canada to Executive Director, Latin America for a U.S. based manufacturing and branded product nutraceutical company. Working all over the U.S., Canada, Europe and Asia, from two days a week to eight, we have been transplanted and we have commuted, depending on what is best for the business.
Although we have worked in a wide variety of industries and addressed an equally broad spectrum of issues, they all have certain things in common:
- They all required driving the top-line of the business cost effectively.
- They all required improvements in operational effectiveness.
- They all required functional expertise and fast learners, people who could be productive quickly.
In some cases our clients have faced an immediate need for senior management to bridge the gap -- generally created by promotion, resignation, health related issues or peaks of activity -- until new senior management could be hired or the company could be sold. In other cases the assignments were dictated by the need for program management, generally to capitalize on opportunities or to improve operations to build value, sometimes prior to a sale or capital raise. In many cases there was a need to determine precisely what the optimal qualifications were for hiring the permanent staff, and to mentor and coach the remaining staff. And, in all cases, the companies did not have the internal expertise needed to solve the problems or capitalize on the opportunities. And did not want to hire staff that would create long-term overhead or shorter term severance expense.Often the assignments ended when we found and trained permanent staff to replace us.
- CEO of chain of 30 medical diagnostic imaging centers across the U.S., requiring operational turnaround to survive.
- General Manager of the pharmaceutical division of a public company.
- General Manager of a branded Nutraceutical company.
- SVP Marketing/Menu Development for a company owned and franchised casual dining chain.
- VP, Sales and Marketing for a trade school which had recently increased capacity by 50%.
- Executive Director, Latin America for a nutraceutical company.
- Sales Manager of a division selling to dentists through independent reps and distributors.
- Director of Retail Merchandising for a cellular phone company, with accountability for managing the entire consumer retail experience, developing a state-of-the-art after sales service strategy and in-store operational standards.
- Director of Business Development for dot-com technology company.