1) Client situation (anonymised):
A multi-billion revenue automotive OEM, owned by a global corporate group, faced urgent restructuring needs across its EMEA operations. With a European headquarters and a large shared services center in Warsaw, Poland, the company was expanding its Middle East footprint, including a regional hub in the United Arab Emirates. The business operated in a matrix structure, with finance business partners supporting multiple business units. A sudden downturn in automotive volumes and prolonged stagnation forced immediate action to protect margins and restore financial control.
2) The challenge:
- Margin erosion due to stagnant sales and rising input costs
- Inefficient finance processes and under-leveraged automation outside core accounting
- Lack of integrated finance-business collaboration to identify and realize savings
- Overloaded HQ finance and local business partners unable to focus on value-add initiatives
- Risk to CFO credibility and stakeholder confidence if targets missed
- Internal deadline for cost reduction amid ongoing supply-chain uncertainty
- Concern that delay in decisive action would deepen profitability declines
- Cultural adaptation required to apply European best practices in a Middle Eastern context
3) Interim role delivered (speed and fit):
An Interim Finance Director was rapidly deployed to the Dubai regional HQ, reporting directly to the regional CEO and HQ CFO. The assignment was structured as a 9–12 month mandate, with full operational authority to lead cost-cutting, process redesign, and finance automation across EMEA business units. The interim leader was selected for proven experience in automotive restructuring, cross-border stakeholder management, and the ability to integrate quickly into complex, matrixed environments. The rapid deployment ensured immediate leadership capacity without the risk of a rushed permanent hire.
4) What happened during the mandate:
First 30 days
- Assessed finance operations and identified immediate cost-control gaps
- Restored weekly reporting cadence and clarified ownership of key financial KPIs
- Engaged with business unit leaders to map value leakage and prioritize savings opportunities
- Established direct communication channels between HQ, regional, and local finance teams
- Initiated triage of underperforming processes and set up short-term cost containment measures
First 6 months
- Led cross-functional workshops to redesign finance processes and extend automation beyond transactional accounting
- Implemented real-time savings tracking and reporting dashboards for business units
- Streamlined collaboration between finance and operations to accelerate decision-making
- Reduced manual workload for finance business partners, enabling focus on value-add analysis
- Drove alignment between European HQ expectations and Middle East operational realities
6+ months
- Embedded a continuous improvement culture within the finance function
- Scaled automation initiatives to cover additional business units and geographies
- Strengthened governance and accountability through monthly performance reviews
- Supported the regional CEO and HQ CFO in scenario planning and risk management
- Prepared the organization for a broader digital finance transformation
Handover and exit
- Developed a detailed transition plan and knowledge transfer materials for permanent leadership
- Conducted training sessions for finance teams on new processes and tools
- Ensured clear governance structures and reporting lines were in place for ongoing control
- Completed a structured handover to the incoming permanent Finance Director
5) Actions taken (execution focus):
- Restored reporting cadence and decision rhythm across finance and business units
- Introduced weekly cash visibility and real-time savings tracking
- Mapped and triaged underperforming processes for immediate cost containment
- Aligned stakeholders across HQ, regional, and local teams to reduce escalation
- Led workshops to redesign finance processes and extend automation
- Streamlined collaboration between finance and operations for faster decision-making
- Reduced manual workload for finance business partners
- Embedded monthly performance reviews and accountability mechanisms
- Supported scenario planning and risk management for leadership
- Prepared and executed a structured handover to permanent leadership
6) Outcomes achieved (measurable proof):
- Cost control stabilized within the first 60 days, halting margin erosion
- Weekly reporting discipline restored, reducing surprises and escalation
- Real-time savings visibility enabled faster, data-driven decisions
- Finance business partners freed up to focus on value-add activities
- Automation extended to cover additional processes, reducing manual effort
- Stakeholder alignment improved, with fewer conflicts between HQ and regional teams
- Governance and accountability strengthened through regular performance reviews
- Organization positioned for broader digital finance transformation (by end of mandate)
- Seamless transition to permanent leadership, ensuring continuity and control
7) Why CE Interim:
CE Interim enabled rapid deployment of a senior interim finance leader, precisely matched to the complexity and urgency of the mandate. The ability to deliver cross-border execution, bridge HQ and local expectations, and restore governance cadence was critical. CE Interim’s disciplined approach to interim selection and stakeholder management reduced risk for owners and leadership, ensuring visible progress from day one.
8) Call to action:
If you require an interim Finance Director to stabilize cost control and restore financial cadence during a critical restructuring period, 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.
