"You can only win the 'war' with ideas, not with spending cuts."
(Klaus Kleinfeld, President Siemens AG)
CASE HISTORY 1
A complicated turnaround by a team of interim managers
HR OnLine n. 3 year 2015
by Federico Ferrarini and Gian Andrea Oberegelsbacher
Different competencies are sometimes needed in particularly delicate and complex turnaround situations, and can only be achieved through the use of a team of Interim Managers. However, if a team is not well managed it can increase the risk and complexity of an already difficult situation.
CASE HISTORY 2
TEXTILE (MODENA)
from the book: Interim Manager "A professional in step with the times"
published by Wolters Kluwer Group Italy (Ipsoa publisher) release July 2011
by Gian Andrea Oberegelsbacher
The project of A.T.I., called “Fashion Contract”, was born with the idea of creating a production chain of subcontractors in the fashion sector. After two years of negotiations, I participated as General Coordinator at its establishment in 2009, the pool consisted of ten companies in the textile district of Carpi, and dealt with productions of clothing and knitwear men, women, children...
CASE HISTORY 3
LUXURY LEATHER GOODS (RIMINI)
from the book: Interim Manager "A profession in step with the times"
published by Wolters Kluwer Group Italy (Ipsoa publisher) release July 2011
by Gian Andrea Oberegelsbacher
The business context was that of a company specialized in the production of high-quality bags but dedicated for years to work as a subcontractor on behalf of major Italian brands, depending entirely on the orders of the 4/5 main clients, without having a sales office, much less identity of its own in terms of image and product. The owners' request...
CASE HISTORY 4
A SUCCESSFUL TURNAROUND
by Federico Ferrarini
Successfully managing a turnaround is not only to bring a company from heavy losses to profit, but it is also the ability to lay the groundwork for sustainable business results over time and a text-book case is Uteco Converting S.p.A. In three years, the company went from a loss of 7 million to a net profit of 1.6 million and from 40 million turnover to 60 million...
CASE HISTORY 5
FROM DEFAULT TO FINANCIAL TRANQUILITY WITH AN INTERIM FINANCIAL MANAGER (VENETO)
by Federico Ferrarini
A company active in the agribusiness sector was in a severe financial crisis due to the default on a loan. The inability of the company to meet their commitments with banks and suppliers was due to large industrial investments made through short-term bank hedges together with a heavy loss of seasonal business. The Interim financial manager managed the delicate situation...
CASE HISTORY 6
SOLVING A MAJOR FINANCIAL CRISIS IN A PRESS COMPANY (VENETO)
by Federico Ferrarini
This corporate finance intervention was the development of a business plan that merged two industrial companies operating in related sectors. A newco was established with the new partner as the majority shareholder and the founding owner as a minority shareholder. The founding owner remained in the company to run the business...
CASE HISTORY 7
REORGANIZATION AND RELAUNCH OF A COMPANY IN SHARP LOSS IN THE AGRI-FOOD SECTOR (VENETO)
by Federico Ferrarini
The Interim general manager performed a complete corporate reorganization in all areas of the company. The intervention developed in various phases saw the refocusing of the business with the closure of non-performing sectors, strong product innovation accompanied by advertising campaigns that restored visibility to the company, significant investments for the reduction of...
CASE HISTORY 8
BUSINESS DEVELOPMENT FOLLOWING A FAMILY SUCCESSION IN THE MECHANICAL ENGINEERING SECTOR (VENETO)
by Federico Ferrarini
A young manager found himself at the leadership of the company following the sudden death of the company owner. The inexperienced manager had to transition the company from a difficult and complex situation. A team was created comprising company managers and experienced Interim Managers to effectively cover all areas...
CASE HISTORY 9
CORPORATE RESTRUCTURING AND FAMILY SUCCESSION (SERVICES COMPANY)
by Marco Bazzerla
The SME in the Italian services sector was at a delicate stage and the market situation was difficult (revenues and declining margins). The founding owner decided to insert an INTERIM MANAGER to start the corporate restructuring process and at the same time build a succession path for his daughter, from CFO to CEO as soon as possible...
CASE HISTORY 10
INTERNATIONALIZATION AND GENERATIONAL TRANSITION (INDUSTRIAL COMPANY)
by Marco Bazzerla
The Italian SME was focussed on the Italian market with only a 30% export share. The entrepreneur decided to reverse the trend and increase the export share to more than 70% and concurrently he planned to succeed in the company to the next family generation. With these dual objectives, an Interim Manager was introduced...
CASE HISTORY 11
MANAGEMENT CONTROL: THE REALIZATION OF THE BALANCED SCORECARD IN A PMI
by Marco Bazzerla
The company in the automotive sector decided to start a management project that aimed to plan and control all the economic and financial. STM performed a company check-up in preparation for the construction of the system. Besides the typical management control tools (budget, directional reporting, analytical accounting) a system of balanced scorecard...
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