Operational turnaround: Interim COO stabilizes plant execution in 90 days in the United States

1) Client situation (anonymised):

A privately held, mid-sized manufacturing group with multiple U.S. production sites faced operational strain after a period of rapid growth. The company operates a network of fabrication and assembly plants, with one major site underperforming while others remained stable.

The leadership structure had not kept pace with expansion. No Chief Operating Officer was in place, and oversight sat with a stretched VP of Operations. The situation became urgent as execution issues at the primary plant began to impact delivery reliability and internal confidence.

2) The challenge:

No COO in place, with operational leadership stretched across multiple sites
Workforce inefficiency with unclear roles and idle time on the shop floor
Weak accountability at plant and supervisor level
Underperforming plant leadership and unclear capability gaps
Supply chain breakdowns, including missing parts and unreliable planning
Inventory visibility issues, with discrepancies between system and physical stock
Production planning misaligned with actual material availability
Risk of missed customer commitments and declining operational credibility

3) Interim role delivered (speed and fit):

CE Interim deployed an Interim Chief Operating Officer through a rapid search and qualification process, presenting shortlisted candidates within days and aligning interviews with both co-CEOs and the CFO.

The assignment was structured as a 9–12 month mandate to stabilize operations while a permanent COO search progressed, with flexibility for overlap and transition.

The selected interim executive brought:

Deep experience in interim COO and plant turnaround roles in U.S. manufacturing environments
Strong track record in restoring shop floor discipline and supply chain reliability
Credibility with both executive stakeholders and plant-level teams
Ability to assess talent quickly and act decisively on leadership gaps

The interim worked primarily on-site at the underperforming plant, while maintaining oversight of the broader U.S. operations.

4) What happened during the mandate:

First 30 days

Conducted rapid diagnostic of production flow, inventory accuracy, and planning reliability
Established daily presence on the shop floor to assess workforce utilization and supervision gaps
Introduced clear roles and responsibilities across shifts and functions
Implemented basic production and material tracking controls to stop further disruption
Aligned with CEOs and CFO on immediate priorities and reporting expectations

First 6 months

Stabilized production scheduling by aligning planning with confirmed material availability
Rebuilt supply chain discipline, including inventory control and parts tracking
Restructured plant leadership, addressing underperformance and clarifying accountability
Introduced KPI ownership across production, supply chain, and plant management
Implemented a weekly operating cadence with clear escalation paths and decision forums
Improved coordination between sites, reducing fragmentation across the U.S. operations

6+ months

Embedded consistent production rhythm with reduced firefighting and improved predictability
Strengthened mid-level leadership capability through clear expectations and performance management
Increased throughput by addressing bottlenecks and idle labor time
Established reliable inventory practices, reducing lost or unaccounted materials
Supported alignment between executive expectations and plant-level execution

Handover and exit

Supported onboarding of the permanent COO with structured knowledge transfer
Provided clear assessment of leadership team, including retained and replaced roles
Documented core processes, KPIs, and governance routines
Ensured continuity of operating cadence and decision-making structure post-exit

5) Actions taken (execution focus):

Restored daily and weekly operating cadence across production and supply chain
Defined clear accountability for plant managers, supervisors, and planners
Introduced basic but enforced production planning linked to material readiness
Stabilized inventory control and physical tracking within the plant
Conducted full talent assessment from shop floor to plant leadership
Reassigned or replaced underperforming roles impacting execution
Established KPI-driven performance management across functions
Reduced idle time through clearer role definition and supervision
Aligned executive expectations with actual plant capabilities and constraints

6) Outcomes achieved (measurable proof):

Production output stabilized with improved adherence to weekly plans
Reduction in idle labor time across shifts through clearer task allocation
Improved material availability for scheduled production runs
Restoration of inventory visibility and reduction in lost or misplaced stock
Fewer production interruptions linked to missing parts or planning gaps
Strengthened accountability across plant leadership and supervisors
Improved confidence from executive leadership through consistent reporting
Reduced escalation related to delivery risk and operational uncertainty
Clear baseline established for ongoing operational improvement under permanent leadership

7) Why CE Interim:

CE Interim enabled rapid deployment of a qualified Interim COO aligned with both the urgency and complexity of the situation. The selection process prioritized operational credibility and immediate execution capability.

The interim leader operated effectively between executive stakeholders and plant operations, restoring control and cadence without disruption. This combination of speed, fit, and hands-on leadership reduced risk during a critical growth phase.

8) Call to action:

If you need an Interim COO to stabilize plant operations, restore supply chain control, and re-establish accountability during a period of rapid growth, CE Interim can deploy a proven leader quickly and with precision.

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.