Case studies
These examples illustrate how interim executives bring specialist expertise to facilitate significant change. Each assignment plays to the interim's strengths and previous experience - minimising risk and leaving lasting value.
From time to time, interims fill an unexpected gap in a management team - but the majority of assignments are planned to help an organisation adjust to changing circumstances and new challenges.
Delivering international expansion
A dominant force in its sector had set its growth strategy on international expansion having reached maturity in its existing market. Research indicated that organic growth best suited its model but the group had little experience of regulatory and other local issues it would face in new territories. Where significant capital investment would be required, it was vital to bring in a totally dedicated resource allocated
to the programme.
AshtonPenney Interim identified an interim executive who had experience of working with one of the major international consulting firms advising clients on setting up business across a wide range of overseas locations. The successful candidate had the required personal qualities to work with the company's CEO and to gain the trust and credibility of the board. With the assistance of a mid-management level finance specialist seconded from the company's own staff, the interim development director delivered to agreed timescales and on budget.
Ensuring smooth succession planning
An information provider in a niche market had a succession planning issue. The company's founder wanted to exit but had consistently refused numerous trade sale offers. Now with sales and an infrastructure that were too big to be owner-managed effectively the future for the business had begun to look problematic.
Advisors to the owner suggested that a buy-in team might provide the answer in order to allow the company to remain independent and best realise the current owner's value in the business. AshtonPenney
Interim was asked to look at assembling a buy-in team. The proposition was extremely sensitive given the history of trade sale interest and required complete confidentiality.
Candidates could only be approached after clearance from advisors to the company and then only with outline detail. After some time a team of three interested parties were met by the advisors and the deal was secured.
Providing an acting CEO during a period of transition
From entrepreneurial start up this company had in two years built a sound business with predictable and contracted revenue streams. Significant front end investment had been required and the necessary working capital arranged.
Although the customer profile was blue chip and reasonably widespread the business suffered two significant setbacks almost simultaneously. A major account was terminated and given the company's size in relation to the client the only realistic outcome was expensive and protracted legal recourse. Then a medical problem caused difficulties for the owner who was still the driving force behind all of the company's key strategic and operational management. Whilst treatable, this condition meant that the owner would have to take a break from full executive involvement.
The company was sales and marketing led and AshtonPenney Interim was asked to identify candidates who had worked in large corporate structures at senior divisional level with a background in leading B2B service offerings. The ideal candidate would be well versed in managing existing accounts and building new business.
Three people were short-listed and the successful candidate was a very experienced interim who had made a niche in exactly this type of assignment. She held the reins for the required period until the owner was able to return to the business and continues to work with the owner on a part-time consultancy basis.