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.
Confidentialité garantie dès le premier contact. Un cadre supérieur présélectionné et correspondant au profil recherché, prêt à prendre ses fonctions dans les 72 heures suivant la finalisation du cahier des charges.
La chaîne hiérarchique
BOARD · INVESTOR · STEERING COMMITTEE
INTERIM INTEGRATION OR CARVE-OUT DIRECTOR
ACQUIRING ORGANISATION | ACQUIRED ORGANISATION
Finance · Operations · Systems · People · Commercial
1,500+
Nombre de mandats exécutés chaque année au sein de l'alliance
90+
Partenaires opérationnels à travers le monde
30+
Pays concernés
95%
Mandats transfrontaliers
72 heures
De la note d'information au lancement de la mission
Définition
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.
Événements déclencheurs de rendez-vous
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
Une entité scindée doit être autonome
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.
Est-ce le bon siège ?
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.
Règle de décision
When the transaction timetable is set and the execution risk is ownership rather than analysis, this is the appropriate appointment.
Quand un autre poste est le bon choix
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 définit d'abord le mandat, puis recommande le profil recherché.
Comparaison des rôles
De quel poste l'entreprise a-t-elle besoin ?
Faites défiler le tableau latéralement →
| Directeur par intérim chargé de l'intégration | Directeur général de transition | Directeur financier de transition | M&A advisory | |
|---|---|---|---|---|
| Champ d'application | 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 |
| Possède | Sequencing, dependencies, benefits, Day One | The business result | Ledger, reporting, synergy evidence | The recommendation |
| Nommé le | 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 |
| Il est temps de commencer | Dans les 72 heures suivant la réception de la note d'information | Dans les 72 heures suivant la réception de la note d'information | Dans les 72 heures suivant la réception de la note d'information | Depends on scope and engagement |
Directeur par intérim chargé de l'intégration
Directeur général de transition
Directeur financier de transition
M&A advisory
Modes de défaillance
Pourquoi ces nominations échouent-elles ?
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.
Étendue des compétences
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.
Sequencing authority.
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.
Note d'autorité
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.
Responsabilité légale, champ d'application et couverture
Responsabilité légale.
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.
Le périmètre est défini avant que le dirigeant ne commence.
The client, CE Interim and the executive define duties, boundaries and signature limits in writing.
L'assurance est souscrite pour chaque mandat.
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.
Arc de mandat
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.
Discutez du mandat avec un partenaire avant que la situation ne le définisse à votre place.
Résultats et transfert
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.
Transfert
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.
Qui nous envoyons
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.
Le modèle de prise de rendez-vous
From confidential briefing to appointment
01
Point sur la situation
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
Définition du mandat et évaluation spécifique aux enjeux
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
Présentation, nomination et gouvernance
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.
Tensions transfrontalières
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
- Decisions taken close enough to the operation to be right
- 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.
Les domaines dans lesquels nous intervenons le plus souvent
Modules de situation
Typical integration and carve-out mandates
Intégration post-fusion
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.
Programmes de transformation stratégiques pour l'entreprise
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.
Gouvernance, visibilité et contrôle
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.
Environnements sectoriels
Where CE Interim appoints integration and carve-out leadership
Secteurs primaires
Transaction environments
Contexte de propriété
Il est important de bien comprendre le secteur. Le critère de sélection déterminant est le fait d'assumer des responsabilités de direction comparables dans une situation comparable, au sein d'un environnement de propriété comparable.
Éléments de preuve présentés au dossier
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
Situation
A recently acquired Czech business had to be brought into the group’s existing regional structure.
Mandat
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.
Résultats
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
Situation
Two organisations had merged without their reporting following.
Mandat
Establish a unified reporting cadence and bring synergy execution back on track.
Résultats
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.
Coût et durée
What an integration or carve-out mandate costs and how long it runs
Le tarif des missions est fixé sous forme de forfait journalier en fonction du périmètre, des responsabilités et de la durée. Il n'y a ni pourcentage du salaire, ni commission de placement, ni investissement initial. Vous payez les jours travaillés dans le cadre d'une mission convenue, et le tarif est confirmé avant l'entrée en fonction du cadre.
Tarif journalier indicatif
1 000 € – 3 000 €
Plus élevé lorsque le mandat implique une fonction réglementée ou présente une complexité transfrontalière.
Durée et étapes clés
Integration mandate
De neuf à dix-huit mois
Decision cadence established
In the opening weeks
Cadre présent sur place
Dans les 72 heures suivant la remise du dossier complet
Qu'est-ce qui fait varier ce chiffre ?.
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.
À quoi il faut le comparer.
Ce n'est pas le coût de cette obligation, mais celui d'une situation qui perdure sans exécutif responsable, alors que les décisions sont reportées.
Ce que vous paierez réellement.
Lors du premier entretien confidentiel, un partenaire vous communique un montant. C'est gratuit et sans engagement.
Questions
Questions boards and investors ask
Est-ce que cela correspond à votre service d'intégration post-fusion ?
Ils travaillent ensemble. La page « Services » explique comment CE Interim organise les programmes d'intégration et de scission. Cette page est consacrée au dirigeant chargé de la mise en œuvre : les pouvoirs dont il a besoin et les modalités de sa nomination.
Directeur de l'intégration par intérim ou PDG par intérim ?
Directeur de l'intégration lorsque les activités sont déjà en place et que le programme n'a pas de responsable. PDG lorsque l'entreprise rachetée ne dispose d'aucune direction opérationnelle ; dans ce cas, l'intégration découle de la nomination d'un dirigeant, et non l'inverse.
Un directeur de l'intégration par intérim ou un cabinet de conseil ?
Un cabinet de conseil propose généralement des analyses, la conception de programmes et des recommandations. Un directeur d'intégration par intérim dispose d'un pouvoir exécutif délégué lui permettant de prendre des décisions relatives à l'enchaînement des étapes, aux dépendances et au « Jour 1 » dans le cadre de son mandat, et reste responsable de la mise en œuvre au sein des deux organisations.
Un cadre peut-il donner des instructions à des personnes qui ne relèvent pas de son autorité ?
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.
Pourquoi l'accord sur les services de transition revêt-il une telle importance ?
Parce qu'il s'agit du calendrier réel. Chaque prestation fournie par le prestataire est assortie d'une date de fin, et toute prolongation peut entraîner une augmentation des coûts ou créer des risques supplémentaires, selon les termes du contrat. C'est l'enchaînement des étapes en fonction de ces dates de fin, plutôt qu'en fonction de l'organigramme, qui détermine si le programme aboutira.
Quand faut-il intégrer les systèmes ?
L'intégration des systèmes doit intervenir lorsque l'état de préparation opérationnelle le permet. Dans certaines opérations, cela peut se faire rapidement ; dans d'autres, il convient de reporter cette intégration. Imposer un changement de plateforme ou de système de reporting alors que l'activité est encore en phase de reprise après l'opération perturbe l'activité sur laquelle repose le scénario de synergie. Décider que la gestion des commandes fait partie des responsabilités essentielles de ce poste.
Pourriez-vous faire appel à un spécialiste du secteur intermédiaire ?
Oui. Lorsqu'un axe de travail nécessite un encadrement spécifique, un responsable de la transition des systèmes ou un directeur de l'intégration des ressources humaines peut être désigné en complément du directeur de l'intégration issu du réseau au sens large.
Qui engage le dirigeant, et quelles sont les responsabilités du client ?
CE Interim met en place des missions sur une base interentreprises, et le cadre intérimaire ne rejoint pas l'entreprise cliente en tant que salarié permanent. La partie contractante est une entité locale ou un pôle régional, selon le pays d'intervention, choisie parmi plus de trente entités au sein de l'Alliance Valtus. Le statut professionnel, les obligations fiscales, sociales et autres obligations connexes dépendent de la juridiction, de la structure contractuelle et des circonstances de la mission ; l’intervention est donc structurée en fonction du pays dans lequel le travail est effectué.
Qui assume le risque lorsque le dirigeant occupe un poste officiel ?
L'assurance est souscrite pour chaque mission. Le cadre dirigeant dispose de sa propre assurance responsabilité civile des dirigeants et des mandataires sociaux, ainsi que d'une assurance responsabilité civile professionnelle ; pour certaines missions, le client fournit cette couverture ou y contribue. CE Interim et chaque membre de l'Alliance Valtus disposent également de leur propre couverture. L’étendue de la responsabilité, les limites et les plafonds de signature sont convenus par écrit entre le client, CE Interim et le dirigeant avant que ce dernier n’entre en fonction.
Quand faut-il procéder à la nomination : avant ou après la clôture ?
Lorsque la loi le permet et que le calendrier s’y prête, une nomination avant la clôture peut améliorer la préparation du « Jour 1 ». Les travaux préalables à la clôture doivent respecter les restrictions liées au contrôle des fusions, au droit de la concurrence, à la confidentialité et à la transaction, de sorte que les droits de décision sur la société cible restent dûment limités jusqu’à la clôture et à l’obtention de toute autorisation requise. Après la clôture, le mandat passe de la phase de planification à celle d’exécution. Un directeur de l’intégration nommé avant la clôture peut définir correctement le périmètre du « Jour 1 », considérer le calendrier des services de transition comme un plan de projet et mettre en place la gouvernance dès le premier jour de la prise de contrôle. Lorsque la nomination n’intervient qu’après la clôture, le dirigeant peut d’abord devoir établir la gouvernance, résoudre les dépendances en suspens et clarifier les décisions qui n’avaient pas été prises en charge lors de la préparation.
À qui revient le mérite de cette synergie : à nous ou au dirigeant ?
La direction est responsable du pipeline et du suivi. L'unité opérationnelle est chargée de la mise en œuvre de chaque volet, avec un responsable désigné pour chacun d'entre eux. Le fait de séparer ces responsabilités permet d'éviter que le programme ne devienne le seul lieu où repose la responsabilité.
Combien de temps faudra-t-il avant que le programme soit maîtrisé ?
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.
Que se passe-t-il à la fin ?
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.
Discutez directement avec un associé par intérim de CE de la situation en matière de direction, du mandat et des pouvoirs nécessaires. Cet entretien est confidentiel et ne vous engage en rien quant à une éventuelle nomination.
Réponse d'un partenaire dans les 24 heures. Les situations urgentes liées au leadership sont traitées en priorité.
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