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. The founder-owner wanted to enjoy his retirement and reduce his presence in the company. The restructuring project took the company to reposition itself on the market, effectively eliminating orders that were inconsistent with the company's objectives and a review of internal processes. The company CFO progressively left the role and was coached by the INTERIM MANAGER in all job management activities. This ad hoc training course allowed the daughter to fill her weaknesses. In addition to training, INTERIM MANAGER involved her in all day-to-day activities, also with the help of other business managers (customer contact, site management, etc.). After a year founding owner was able to leave the company after the family succession to the new CEO (the daughter). The project ends after 24 months and today the deeply renovated company continues to be successful.

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