1) Client situation (anonymised):
A mid-sized, private equity-owned industrial manufacturing group operating across Central and Southeast Europe faced urgent integration and performance challenges following a major acquisition. The group’s Polish production site, a key supplier to other plants, was underperforming despite significant recent investment. The absence of senior financial leadership and mounting pressure from the private equity owner for synergy realization and reporting discipline created an immediate need for experienced interim financial leadership.
2) The challenge:
- Lack of senior financial leadership at the site, with only a junior accounting-focused resource in place
- Missing synergies and persistent inefficiencies across finance and operations
- Misaligned targets between headquarters and local management
- Nonexistent or fragmented communication channels between site, division, and group
- Weak reporting cadence and unreliable monthly results
- Limited visibility into operational performance and margin drivers
- Underutilized modern equipment and low EBITDA margins versus expectations
- Ongoing integration complexity and upcoming legal entity restructuring
3) Interim role delivered (speed and fit):
An Interim CFO was rapidly deployed to the Polish site, with the assignment structured as a 9–12 month mandate. The interim executive brought deep experience in financial integration, operational turnaround, and cross-border stakeholder management within private equity-backed industrial groups. The fit was ensured by matching the interim’s track record in post-acquisition environments, ability to restore governance cadence, and fluency in managing both local teams and international reporting lines. The role was designed to deliver immediate stabilization, drive integration, and build a sustainable finance function.
4) What happened during the mandate:
First 30 days
- Assessed existing finance team capabilities and clarified reporting lines
- Restored monthly reporting discipline and established a weekly cadence with headquarters
- Mapped key operational and financial processes to identify gaps and inefficiencies
- Initiated regular communication channels between site, division, and group finance
- Built trust with local management and began mentoring junior finance staff
First 6 months
- Drove integration of site finance into group governance and compliance standards
- Implemented cost control and margin analysis routines to address underperformance
- Coordinated with operations to align targets and synchronize performance metrics
- Supported the legal entity restructuring process, preparing for future demerger
- Strengthened internal controls and data integrity, improving transparency for owners
6+ months
- Embedded best practices from other group sites, leveraging synergies and economies of scale
- Developed the local finance team, delegating increasing responsibility and ownership
- Maintained stable reporting and decision-making rhythm, reducing escalations to headquarters
- Supported ongoing efficiency programs and tracked synergy realization for private equity oversight
Handover and exit
- Transferred knowledge and processes to permanent finance leadership or promoted internal talent
- Documented all new routines, controls, and reporting frameworks for continuity
- Conducted final alignment meetings with group and divisional stakeholders
- Exited with clear performance metrics and a sustainable finance function in place
5) Actions taken (execution focus):
- Restored reporting cadence and decision rhythm between site and headquarters
- Introduced weekly operational and financial performance reviews
- Mapped and closed gaps in communication channels across functions and levels
- Implemented margin analysis and cost control routines
- Strengthened internal controls and compliance with group standards
- Supported legal entity restructuring and demerger planning
- Mentored and developed junior finance team members
- Embedded best practices from other group sites to drive efficiency
- Aligned operational targets with group expectations
- Established regular steering meetings with private equity owners and group finance
6) Outcomes achieved (measurable proof):
- Financial reporting discipline restored within 60 days, enabling reliable monthly closings
- Communication breakdowns resolved, with regular cross-functional meetings in place
- Margin leakage identified and addressed, improving site profitability trajectory
- Synergy realization tracked and reported to private equity owners on a bi-weekly basis
- Internal controls and compliance standards brought in line with group requirements
- Local finance team capability increased, reducing reliance on external support
- Legal entity restructuring process initiated and supported without disruption
- Escalation to headquarters reduced, with operational issues managed locally
- Decision-making cadence re-established, improving response time to performance issues
- Sustainable finance function built, ensuring continuity beyond the interim mandate
7) Why CE Interim:
CE Interim delivered a rapid, precise interim CFO deployment tailored to the realities of a cross-border, post-acquisition Private Equity environment. The interim leader’s seniority and operational credibility enabled immediate stabilization and trust-building with both local and group stakeholders. CE Interim’s disciplined governance and ongoing steering ensured alignment, reduced risk, and visible progress throughout the 9–12 month mandate.
8) Call to action:
If you require an interim CFO to restore financial control, reporting cadence, and stakeholder alignment during a critical integration or turnaround, CE Interim can deliver the right leader quickly and safely.
CE Interim delivers proven executive interim leaders within 72 hours across borders, cultures, and industries. We specialize in high-impact interim management for private equity firms, family offices, and global corporations facing moments of transition: digital transformation, market entry, operational turnaround, post-merger integration, or crisis.
What sets us apart is not just the speed or depth of our network, it’s how we lead. Every engagement is personally guided by a CE Interim managing partner: former CEOs, CFOs, or COOs who’ve been on your side of the table, steering organizations through high-stakes decisions.
With a global talent pool and operational reach spanning Europe, the USA, and the Middle East, we don’t fill roles, we build trust, lead transitions, and deliver outcomes.
As part of the Valtus Alliance, the world’s largest alliance of Executive Interim Management companies, we ensure seamless international execution through 25+ offices and 80+ senior partners in over 50 countries.
