EXECUTIVE LEADERSHIP · INTERIM PMI & CARVE-OUT DIRECTOR
An Interim Integration or Carve-Out Director with authority across both organisations.
CE Interim appoints proven Interim Integration and Carve-Out Directors to take control when a transaction has closed, the synergy case is intact on paper, and execution has stalled between two organisations that do not yet know who decides.
Confidencialidad desde el primer contacto. Un ejecutivo previamente seleccionado y que se ajusta al perfil del puesto, listo para incorporarse en un plazo de 72 horas tras la finalización del informe del mandato.
La línea jerárquica
BOARD · INVESTOR · STEERING COMMITTEE
INTERIM INTEGRATION OR CARVE-OUT DIRECTOR
ACQUIRING ORGANISATION | ACQUIRED ORGANISATION
Finance · Operations · Systems · People · Commercial
1,500+
Encargos entregados al año en toda la alianza
90+
Socios operativos en todo el mundo
30+
Países incluidos
95%
Mandatos transfronterizos
72 horas
Desde el informe inicial hasta el inicio de la misión
Definición
What is an Interim PMI or Carve-Out Director?
An Interim PMI and Carve-Out Director is an experienced executive appointed for a defined period to own the execution of an integration or a separation. The mandate covers governance, workstream sequencing, dependency management, benefits ownership and Day One readiness, with decision authority across both organisations rather than advisory input to either.
On paper, integration looks straightforward: synergy targets, functional workstreams, day-one checklists. Execution can depart quickly from that script. Existing leadership stays but authority shifts. Nobody is sure who decides. Systems launch before teams are ready. Governance becomes a reporting exercise rather than a decision-making one.
These are not process failures. They are leadership vacuums, and by the time integration pain surfaces, value is already being lost through delay, duplication and unresolved dependencies.
Condiciones de activación de citas
When businesses appoint an Interim Integration or Carve-Out Director
01
The deal has closed and nobody owns what happens next
The steering committee meets. Workstream leads report. No single person has the authority to decide between two functions that disagree, so the decisions wait
02
Day One is fixed and readiness is not
A legal completion date is set. The processes that must work on day one, order to cash, payroll, planning, customer service, are not yet proven, and the date will not move.
03
Una escisión debe ser autosuficiente
A separated business needs its own systems, its own finance function and its own operating model, while continuing to serve customers from infrastructure it does not own.
04
The transitional services clock is running
The transitional services agreement sets critical service dates, dependencies and commercial terms. Extension can increase cost or create additional exposure depending on the agreement, so every service schedule is something the business must stand up before its exit date.
05
The synergy case has not become a plan
Targets exist and nobody owns them. There is no pipeline, no named accountability and no way to tell whether a saving has been realised or merely forecast
06
Systems were integrated before the operation was stable
A platform or reporting change has been pushed through while production, service or finance were still recovering from the transaction, and both are now at risk.
07
Two cultures are producing polite paralysis
Meetings are constructive, decisions are not implemented, and both organisations are protecting their way of working. Governance has become a reporting exercise rather than a decision-making one.
08
Separation and integration are running at once
A business is being carved out of one group and into another simultaneously, with both programmes competing for the same functional capacity and the same people.
¿Es este el asiento correcto?
Does the situation require an Interim Integration Director?
The determining question is whether the integration needs an owner with authority across both organisations, or whether it needs a function fixed inside one of them.
Appoint an Interim Integration or Carve-Out Director when:
- Decisions are stalling because no one person can make them across both sides.
- Day One is fixed and readiness has to be driven rather than tracked.
- A transitional services agreement sets a schedule the business is behind.
- The synergy case needs converting into owned, measurable actions.
- Separation and integration have to be sequenced against each other.
Regla de decisión
When the transaction timetable is set and the execution risk is ownership rather than analysis, this is the appropriate appointment.
Cuando lo adecuado es desempeñar otra función
Where the integration problem is specifically financial, two ledgers, two reporting calendars, an unevidenced synergy case, an Interim CFO resolves it inside the finance function.
Where the operational models have to merge across sites, an Interim COO carries the authority.
Where the acquired business has no functioning leadership at all, an Interim CEO is the appointment and integration follows from it.
Where the workforce dimension is the risk, an Interim HR Director leads it.
CE Interim define primero el mandato y, a continuación, recomienda la función.
Comparación de funciones
¿Qué puesto necesita la empresa?
Desplaza la tabla hacia los lados →
| Director interino de Integración | Interim CEO | Interim CFO | M&A advisory | |
|---|---|---|---|---|
| Ámbito de aplicación | The integration or separation programme | The acquired business | The finance integration | The plan |
| Authority sits | Across both organisations | Inside one business | Inside one function | With the client throughout |
| Posee | Sequencing, dependencies, benefits, Day One | The business result | Ledger, reporting, synergy evidence | The recommendation |
| Nombrado cuando | Nobody owns execution | The business lacks a leader | The numbers cannot be merged | Before the deal |
| Ends when | The operating model is stable and handed over | Permanent leadership arrives | The close runs cleanly | The report is delivered |
| Hora de empezar | En un plazo de 72 horas desde la presentación del escrito | En un plazo de 72 horas desde la presentación del escrito | En un plazo de 72 horas desde la presentación del escrito | Depends on scope and engagement |
Director interino de Integración
Interim CEO
Interim CFO
M&A advisory
Modos de fallo
Por qué fracasan estas citas
The integration is sequenced by organisation chart instead of by deadline.
Workstreams are ordered by function because that is how the business is structured. In a carve-out the actual schedule is set by the transitional services agreement: every service the seller provides has an exit date, and extension can increase cost or create additional exposure depending on the agreement. Sequencing against exits rather than the organisation chart helps prevent avoidable service extensions and prolonged dependency on the seller.
Systems are integrated before the operation can absorb it.
Integrating systems before the operation is ready can disrupt the activity the synergy case depends on. The sequencing decision should therefore be based on operational readiness rather than on a fixed assumption that earlier is better. This ordering decision is consequential in an industrial integration and it belongs to one accountable person.
A steering committee is treated as an owner.
Governance without a decision-maker becomes reporting. Workstream leads escalate, the committee notes the escalation, and the decision returns to the same two functions who disagreed. Value leaks while unresolved decisions circulate between functions without an accountable decision-maker.
Separation and integration are run as two programmes.
Where a business is being carved out of one group and into another, both programmes draw on the same functional capacity and the same people. Run separately they compete. Run as one dependency system with a single cadence they become steerable.
Ámbito de competencia
What an Interim Integration Director mandate should include
A named sponsor and decision space, agreed before the start.
Whether the executive reports to the acquirer’s board, the sponsor or a steering committee determines what can be settled without escalation. Where two organisations disagree, referral upward is the failure this appointment exists to prevent.
Autoridad en materia de secuenciación.
The right to decide what happens in which order, including delaying a system, reporting or process change until the operation can absorb it. That authority is central to protecting business continuity during integration, and it must sit with one person.
Authority across both organisations.
Direction of workstream leads on both sides, not only on the acquirer’s. Authority limited to only one side of the programme leaves critical cross-organisational decisions unresolved, so the mandate needs decision rights that reach across both organisations.
Ownership of the dependency view.
One issue queue, one dependency map, one cadence. Where separation and integration run in parallel, they are governed as a single system rather than as competing programmes.
Benefits accountability.
Ownership of the synergy pipeline, with named owners, validated actions and a measurement that distinguishes realised from forecast.
Day One scope authority.
The right to define which processes must work on day one and to protect capacity for them, which necessarily means the right to say what does not happen yet.
Nota de autoridad
Authority must be proportional to the decisions the mandate requires in its first thirty days. In an integration, an unmade decision does not wait: the two organisations continue operating separately and the gap becomes permanent.
Responsabilidad legal, ámbito de aplicación y cobertura
Responsabilidad legal.
Where the mandate requires it, the executive may receive defined signature authority within the programme’s scope, delegated statutory duties or, where formally appointed and permitted by the local corporate structure, a statutory position. The scope is agreed before the start rather than assumed. In a carve-out, a separated entity may also require an accountable officer before permanent leadership is in place.
El alcance se acuerda antes de que el ejecutivo comience su labor.
The client, CE Interim and the executive define duties, boundaries and signature limits in writing.
El seguro se contrata por cada mandato.
Executives carry their own professional liability and directors’ and officers’ cover. On some mandates the client provides or contributes to it. CE Interim and every member of the Valtus Alliance carries its own cover as well.
Arco de mandato
How an integration or carve-out mandate unfolds
This programme runs to Day One and to service exit dates, not to a calendar.
01
Before Day One
Scope what must work
Define the small number of processes that have to function on day one and protect capacity for them. Build the dependency view across both organisations. Read the transitional services schedule as a project plan and map every exit date. Establish the cadence, the escalation route and who decides.
02
Day One to the first exits
Stabilise and start burning down
Hold run-the-business performance while the programme runs. Begin standing up the capabilities that replace transitional services, in the order the exit dates require. Convert the synergy case into a validated pipeline with named owners. Surface critical issues early through a working escalation route.
03
Through the exits to steady state
Integrate what is ready
Sequence the deeper integration work, systems, reporting and operating model, against operational readiness rather than against enthusiasm. Retire the programme structure as functions take ownership.
INTEGRATION MANDATE · 9 TO 18 MONTHS
In CE Interim’s experience, the opening weeks are used to establish one decision cadence, one dependency view and one escalation route. Total duration depends on the transaction structure, operational readiness, the transitional-services schedule and the scale of the integration.
CARVE-OUT MANDATE · TO THE LAST SERVICE EXIT
Where a business is standing alone, the horizon is set by the transitional services agreement rather than by readiness.
Habla con un socio sobre el mandato antes de que la situación te obligue a definirlo.
Resultados y traspaso
What effective integration leadership should achieve
Day One holds
The processes that had to work on day one worked, and run-the-business performance did not degrade while the programme ran.
One decision route
Both organisations escalate to the same place and get an answer, rather than to two places and get two.
Exits made, not allowed to drift
Transitional services are replaced against the agreed schedule rather than extended by default.
Benefits owned
The synergy case has become a pipeline with names against it and a measurement that distinguishes realised from forecast.
An operating model, not a project
The combined or separated business runs on a structure it can sustain rather than on a programme office.
Entrega
Clean documentation, team alignment and a stable operating model, transferred to named people inside the business. You choose whether that is a permanent handover or continued interim support.
A quién enviamos
The Interim Integration and Carve-Out Directors we appoint
Has run an integration to a fixed Day One.
Not advised on one. Has carried accountability for a date that could not move, with customer-facing processes that could not be allowed to degrade as it approached.
Has managed a transitional services exit.
Knows that the agreement creates critical dates, dependencies and commercial constraints, and has stood up replacement capability against those exit dates. Has also handled extension or renewal decisions where the agreement created additional cost or exposure.
Has held authority across two organisations at once.
Directing workstream leads on the acquirer’s side and the acquired side, neither of whom report to them, and getting a decision when the two disagree. Experience directing both sides matters because critical integration decisions often sit between the two organisations rather than wholly inside either one.
Has said no to a go-live.
Has delayed an integration milestone where operational readiness did not support it, and defended the sequencing decision to a steering committee. Sequencing judgement is central to this seat.
Has carried a synergy number, not reported on one.
Has owned a benefits case with names against each line and a measurement that distinguished realised from forecast, in front of an investor who was checking.
CE Interim works through more than 90 operating partners across the Valtus Alliance, in over 30 countries. Where a workstream requires additional specialist leadership, CE Interim can draw from the wider Valtus Alliance network.
El modelo de citas
From confidential briefing to appointment
01
Resumen de la situación
A Partner conversation under NDA. Where the transaction stands, what has stalled, what Day One requires, and what authority can be delegated across both organisations.
02
Definición del mandato y evaluación específica de los retos
CE Interim defines the scope, the sponsor, the decision space and the first objectives, then interviews each executive for this transaction and this stage rather than against a generic integration profile.
03
Presentación, nombramientos y gobernanza
You receive a small number of genuinely relevant executives, not a CV list. Weekly Partner check-ins and milestone tracking follow, and additional specialists can be deployed midstream where a workstream needs one.
Tensión transfronteriza
Why cross-border integrations are harder to govern
What the acquirer needs
- Its standards, systems and reporting cadence actually adopted
- To be told a milestone is unachievable before it is missed
- One view of progress across both organisations
What the acquired business needs
- Someone who understands which group standards are workable locally
- Decisiones tomadas con la suficiente antelación a la operación como para que sean acertadas
- Not to be integrated faster than it can keep serving customers
The plan is written where the acquirer sits and executed where the business operates. Local constraints may not be visible in the central programme until they affect execution, so the integration leader needs enough credibility on both sides to surface them early and to be told the truth by each.
Ámbitos en los que trabajamos con mayor frecuencia
Módulos de situación
Typical integration and carve-out mandates
Integración posterior a la fusión
The transaction has closed and execution has stalled between two organisations that do not yet know who decides. The mandate is to establish ownership, sequence the work and hold run-the-business performance while it happens.
Carve-Out and Separation
A business must stand alone against a deadline set by the transaction, while still running on infrastructure it does not own. The mandate is sequenced against transitional service exit dates.
Programas de transformación de importancia crítica para la empresa
A systems or reporting integration has been pushed ahead of operational readiness. The mandate is to re-sequence it against what the operation can absorb.
Gobernanza, visibilidad y control
The synergy case exists and nobody owns it. The mandate is to convert targets into a pipeline with names, actions and a measurement that survives scrutiny.
Entornos sectoriales
Where CE Interim appoints integration and carve-out leadership
Sectores primarios
Transaction environments
Entornos de propiedad
Es importante conocer el sector. El criterio de selección determinante es una responsabilidad de liderazgo comparable en una situación comparable, en un entorno de propiedad comparable.
Pruebas del caso
Integration mandates in practice
Global materials group · Present in more than thirty countries · Intervention in Czechia · Integration into an existing East European cluster
Acquired Czech entity brought into a European cluster
Situación
A recently acquired Czech business had to be brought into the group’s existing regional structure.
Mandato
Financial consolidation, monthly reporting, governance and treasury, alongside the cross-cultural work that determines whether an integration is adopted or merely announced. Scoped at twelve to twenty-four months.
Resultado
The acquired business was integrated into the European cluster under a common reporting, governance and treasury framework. Local management moved from standalone practices to group-aligned routines, giving headquarters clearer visibility and the Czech operation a more stable basis for operating inside the wider organisation.
Cross-border industrial group · Intervention in Germany · Industrial manufacturing · Post-merger integration
Reporting cadence rebuilt after a German acquisition, 90 days
Situación
Two organisations had merged without their reporting following.
Mandato
Establish a unified reporting cadence and bring synergy execution back on track.
Resultado
Within ninety days a unified cadence was established and reporting delays fell by more than half, with early cost savings, and the function transitioned to steady state under the new holding company.
Coste y duración
What an integration or carve-out mandate costs and how long it runs
Los mandatos se facturan según una tarifa diaria en función del alcance, la autoridad y la duración. No se aplica ningún porcentaje sobre el salario, ni comisión por colocación, ni inversión inicial. Se pagan los días trabajados según lo acordado en el mandato, y la tarifa se confirma antes de que el ejecutivo comience a trabajar.
Tarifa diaria orientativa
1.000 € – 3.000 €
Mayor cuando el encargo conlleva un cargo regulado por ley o presenta complejidades transfronterizas.
Duración y hitos
Integration mandate
De nueve a dieciocho meses
Decision cadence established
In the opening weeks
Directivo presente en las instalaciones
En un plazo de 72 horas tras la finalización del informe
¿Qué influye en la cifra?.
The number of countries and legal entities in scope. The duration of the transitional services agreement and how many schedules have to be exited. Whether separation and integration run in parallel. Whether systems integration sits inside the mandate. Every mandate is delivered on site.
Con qué se debe comparar.
No es el coste del mandato, sino el coste de que la situación se prolongue sin un ejecutivo que rinda cuentas, mientras se aplazan las decisiones.
Lo que realmente vas a pagar.
Un socio te da una cifra en la primera conversación confidencial. Sin coste alguno ni compromiso alguno.
Preguntas
Questions boards and investors ask
¿Es esto lo mismo que vuestro servicio de integración tras una fusión?
Trabajan en colaboración. La página de servicios explica cómo CE Interim organiza los programas de integración y escisión. Esta página trata sobre el directivo responsable de la ejecución: la autoridad de la que debe disponer y cómo se lleva a cabo su nombramiento.
¿Director de Integración interino o director general interino?
Director de integración cuando las empresas ya existen y el programa carece de un responsable. Consejero delegado cuando la empresa adquirida carece por completo de un equipo directivo operativo, en cuyo caso la integración se deriva del nombramiento del equipo directivo y no al revés.
¿Un director de integración interino o una consultora?
Una consultora suele ofrecer análisis, diseño de programas y recomendaciones. Un director de integración interino cuenta con autoridad ejecutiva delegada para tomar decisiones sobre la secuencia de acciones, las dependencias y el «Día Uno» dentro de su mandato, y es responsable de la ejecución en ambas organizaciones.
¿Puede un directivo dar órdenes a personas que no dependen de él?
Often, yes. Workstream leads may remain in their functional reporting lines while the sponsor delegates programme decision authority to the interim, which is why the mandate has to be explicit. The sponsor and the decision space are agreed before the
executive starts.
¿Por qué es tan importante el acuerdo sobre servicios de transición?
Porque ese es el calendario real. Cada servicio que presta el vendedor tiene una fecha de finalización, y cualquier prórroga puede aumentar el coste o generar riesgos adicionales, según lo establecido en el acuerdo. Planificar las fases en función de esas fechas de finalización, en lugar de hacerlo según el organigrama, es lo que determina si el programa llega a buen puerto.
¿Cuándo deben integrarse los sistemas?
Los sistemas deben integrarse cuando la preparación operativa lo permita. En algunas operaciones, esto puede comenzar pronto; en otras, debe posponerse. Forzar un cambio en la plataforma o en la presentación de informes mientras la empresa aún se está recuperando de la operación perturba la actividad en la que se basa el argumento a favor de la sinergia. Decidir el orden de las cosas es una de las responsabilidades fundamentales de esta función.
¿Se puede incorporar a un especialista en el sector intermedio?
Sí. Cuando una línea de trabajo requiera un liderazgo específico, se puede incorporar a un responsable de transición de sistemas o a un director de integración de RR. HH., además del director de integración de la red general.
¿Quién contrata al ejecutivo y qué aporta el cliente?
CE gestiona los mandatos de personal interino en un marco de relación entre empresas, y el ejecutivo interino no se incorpora a la empresa del cliente como empleado fijo. La parte contratante es una entidad local o un centro regional, en función del país de intervención, seleccionada de entre más de treinta entidades de la Alianza Valtus. La situación laboral, las obligaciones fiscales, de seguridad social y otras obligaciones relacionadas dependen de la jurisdicción, la estructura contractual y las circunstancias del encargo, por lo que la contratación se adapta al país en el que se realiza el trabajo.
¿Quién asume el riesgo cuando el directivo ocupa un cargo oficial?
El seguro se contrata para cada mandato. El ejecutivo cuenta con su propia cobertura de responsabilidad civil de directivos y de responsabilidad profesional, y en algunos mandatos es el cliente quien la proporciona o contribuye a ella. CE Interim y todos los miembros de Valtus Alliance también cuentan con su propia cobertura. El alcance de la responsabilidad, los límites y los límites de firma se acuerdan por escrito entre el cliente, CE Interim y el directivo antes de que este último comience a desempeñar sus funciones.
¿Cuándo debemos nombrar a alguien, antes o después del cierre?
Siempre que la legislación lo permita y el calendario lo permita, el nombramiento antes del cierre puede mejorar la preparación para el «Día Uno». El trabajo previo al cierre debe respetar las restricciones en materia de control de fusiones, legislación de competencia, confidencialidad y transacciones, de modo que los derechos de decisión sobre la empresa objetivo sigan estando debidamente limitados hasta el cierre y hasta que se obtengan las autorizaciones necesarias. Tras el cierre, el mandato pasa de la fase de planificación a la de ejecución. Un director de integración designado antes del cierre puede definir adecuadamente el alcance del «Día Uno», interpretar el calendario de servicios de transición como un plan de proyecto y poner en marcha la gobernanza desde el primer día de la adquisición. Cuando el nombramiento se produce solo después del cierre, es posible que el ejecutivo tenga que establecer primero la gobernanza, resolver las dependencias pendientes y aclarar las decisiones que no se habían tomado durante la preparación.
¿A quién le corresponde la cifra de sinergia, a nosotros o al directivo?
El equipo ejecutivo es responsable del proceso y de la medición. El área de negocio se encarga de la ejecución de cada línea, con un responsable designado para cada una. Mantener separadas estas responsabilidades ayuda a evitar que el programa se convierta en el único lugar donde recae la responsabilidad.
¿Cuánto tiempo tardaremos en tener el programa bajo control?
The opening weeks are used to establish one dependency view, one issue queue and one escalation route. The mandate itself runs longer, with duration driven by the integration scope and any transitional-services exit schedule.
¿Qué pasa al final?
Clean documentation, team alignment and a stable operating model, handed to named people inside the business. You choose whether that is a permanent handover or continued interim support.
Integration value does not disappear at once. It leaks while everyone waits for a decision.
Habla directamente con un socio interino de CE sobre la situación de liderazgo, el mandato y la autoridad necesaria. La conversación es confidencial y no te compromete a aceptar ningún nombramiento.
Respuesta de los socios en un plazo de 24 horas. Se da prioridad a las situaciones urgentes relacionadas con el liderazgo.
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