Our team has extensive experience in identifying experienced transition managers in the following areas:
Sales and marketing management
Directorate of Communication
CRM facility
Sales and export development
Product marketing
Deployment and management of distribution channels, e-commerce, customer experience
While the post of Managing director remains in particular demand, driven by the digital transformation, companies need highly qualified profiles to support their transformation. Highly qualified transition managers have an increasingly broad and cross-cutting role. They accompany the support and operational services of an undertaking when implementing or optimising piloting, management or reporting tools
He/she is often the answer to the need to deal with a major problem that impacts the entire structure.
Whether it is an offensive context (growth, internationalisation, restructuring, etc.) or crisis, the transitional MD takes control of situations with high stakes by covering the whole decision-making spectrum of the company. The most frequent cases of using a transitional MD are managerial failure; immediate handling of a BU; the recovery of an SME, a subsidiary or a group; redefinition of the business model, the sale of a site, the management of an LBO or a merger and acquisition.
During a merger or acquisition, the post of MD may be temporarily vacated, often to fulfil the wishes of shareholders. Society must continue to be run without fail in order not to endanger its integrity.
CIO transition managers often occupy a cross-cutting function. They support the development of employees’ digital uses, build the user environment roadmap in these hardware, software and security components. They also accompany the functional directions in the transformation of their operations, their processes into digital uses by selecting the appropriate tools, for example for teleworking, or around the repositioning of companies on new distribution channels that guarantee the maintenance of a commercial activity.
A business-oriented, he has an excellent knowledge and a good mastery of tools and project management. In general, it carries out the following tasks: treasury management and optimization of the BFR (Breakthrough Fund Requirements), application of tax and legislative regulations, introduction of new ERPs, search for funding, risk management, etc.
The transition management controller is able to analyse your company’s financial performance and propose, if necessary, a business vision in order to improve profitability.
Some of our finance transition managers have dual competence and real conductors, they are able to have a cross-cutting vision and link operational and IT.
It is implementing a strategy in order to be able, in times of slow activity, to maintain a minimum level of profitability. It thus controls the optimization of costs and processes: redesign and/or automation of procurement processes, optimization of logistics flows and costs, Lean Management, and sometimes relocation of production. The director of the transition supply chain brings his art of negotiation with suppliers. Our transitional directors are, for the most part, able to manage negotiations and the establishment of international framework contracts.
It is able to accelerate organisational change. And this is all the more necessary because the current pandemic has impacted the way in which work and management (teleworking, need for training in distance management, new tools, e-learning platforms, 100% digital integration path, transition HR, experts in social law, are also required by companies for the management of social crises, sometimes having to deal with restructuring.
It is at the centre of real production issues. It must be particularly flexible and experienced in dealing with everyday problems. He must have exceptional interpersonal qualities to defuse the inevitable tensions within production teams of which he is unfamiliar.
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