1) Situace klienta (anonymizovaná):
A global, private equity-owned manufacturer of bespoke consumer goods faced a critical operational crisis in Poland. The site, once a reliable part of the group’s delivery chain, had lost alignment with group standards following an acquisition. Morale, responsiveness, and client confidence had visibly declined. With U.S. stakeholders demanding fast, measurable progress, the business required immediate leadership to restore stability and operational control. A permanent hire would have taken too long, risking further deterioration.
2) Výzva:
- Declining morale and visible fatigue across the factory team
- Escalating client dissatisfaction and risk of lost business
- Leadership vacuum with unclear accountability and slow decision-making
- Disengaged talent and key management departures
- Breakdown of operational cadence and reporting discipline
- Misalignment between headquarters expectations and local execution
- Bureaucratic processes and lack of agility on the shop floor
- High workload, vacancies, and overloaded teams
3) Prozatímní role (rychlost a vhodnost):
An Interim General Manager was rapidly deployed to take full operational responsibility for the Polish site. The assignment was structured as a 9–12 month mandate to ensure continuity from stabilization through to sustainable performance. The interim leader was selected for immediate availability, proven turnaround experience at this site, and fluency in both English and Polish. This ensured credibility with both local teams and international stakeholders. The cross-border context required someone able to bridge U.S. owner expectations with Polish operating reality, restoring trust and cadence quickly.
4) Co se stalo během mandátu:
Prvních 30 dní
- Assumed full operational control and clarified reporting lines
- Conducted rapid assessment of team structure, morale, and process gaps
- Re-established weekly and monthly KPI reviews with finance and operations
- Initiated immediate actions to reduce obsolete stock and free up production space
- Engaged directly with key managers to rebuild accountability and ownership
Prvních 6 měsíců
- Embedded a structured cadence of fact-based reviews across finance, HR, and quality
- Aligned local leadership with group objectives and clarified decision rights
- Launched a people engagement survey to diagnose and address morale issues
- Streamlined production scheduling and improved shop floor monitoring
- Reduced external warehouse dependency by optimizing internal logistics
- Supported heads of projects to take visible ownership of results and action plans
6 a více měsíců
- Sustained operational improvements and scaled best practices across teams
- Developed and mentored local leaders to ensure continuity beyond the interim period
- Maintained transparent communication with U.S. stakeholders, demonstrating progress at each review
- Prepared the organization for a smooth transition to permanent leadership
Předání a odchod
- Transferred knowledge and operational frameworks to the incoming permanent general manager
- Ensured all critical processes and reporting cadences were institutionalized
- Conducted final alignment sessions with local and group stakeholders to secure ongoing stability
- Exited with clear performance metrics and a confident, engaged leadership team in place
5) Přijatá opatření (zaměření na realizaci):
- Restored weekly and monthly reporting cadence with clear KPI ownership
- Clarified roles, responsibilities, and decision rights across the management team
- Reduced obsolete inventory and freed up production and warehouse capacity
- Implemented structured operational reviews with finance, HR, and quality
- Launched and analyzed a people engagement survey to address morale
- Improved internal production scheduling and shop floor monitoring
- Facilitated cross-border alignment between U.S. owners and local teams
- Supported and coached local leaders to take visible ownership of results
- Embedded a culture of fact-based decision-making and accountability
- Reduced reliance on external warehousing through internal process improvements
6) Dosažené výsledky (měřitelný důkaz):
- Operational cadence and reporting discipline restored within 90 days
- Production space utilization improved, freeing up nearly half of pallet locations
- External warehouse costs reduced through better inventory management
- Leadership accountability and decision speed visibly increased
- Morale and engagement improved, as measured by survey participation and feedback
- Escalation incidents with clients and owners reduced
- Stakeholder confidence rebuilt through transparent, fact-based reviews
- Sustainable processes and governance frameworks embedded for long-term stability
- (End of mandate) Organization transitioned smoothly to permanent leadership with no disruption
7) Proč CE Interim:
CE Interim delivered a rapid, precise interim solution tailored to the urgency and complexity of the mandate. The interim general manager was deployed quickly, with proven experience in both turnaround and cross-border stakeholder management. CE Interim’s disciplined approach ensured restored cadence, clear governance, and trust across both local and group levels. The mandate moved forward safely, with visible progress and reduced risk for owners and leadership.
8) Výzva k akci:
If you need an interim general manager to restore operational cadence and stakeholder confidence in a critical manufacturing environment, CE Interim can deliver the right leader quickly and reliably.
CE Interim poskytuje prověřené dočasné vedoucí pracovníky do 72 hodin napříč zeměmi, kulturami a odvětvími. Specializujeme se na interim management s vysokým dopadem pro private equity firmy, rodinné kanceláře a globální korporace, které čelí přechodným obdobím: digitální transformaci, vstupu na trh, provoznímu zvratu, integraci po fúzi nebo krizi.
To, co nás odlišuje, není jen rychlost nebo hloubka naší sítě, ale také způsob, jakým vedeme. Každou zakázku osobně řídí vedoucí partner CE Interim: bývalí generální ředitelé, finanční ředitelé nebo provozní ředitelé, kteří stáli na vaší straně stolu a řídili organizace při rozhodování ve vysokých sázkách.
Díky globálnímu fondu talentů a operačnímu dosahu v Evropě, USA a na Blízkém východě neobsazujeme pozice, ale budujeme důvěru, vedeme transformace a dosahujeme výsledků.
Jako součást Valtus Alliance, největší světové aliance společností v oblasti Executive Interim Managementu, zajišťujeme bezproblémovou mezinárodní realizaci prostřednictvím více než 25 kanceláří a více než 80 seniorních partnerů ve více než 50 zemích.
