1) Client situation (anonymised):
A private equity-owned mid-sized industrial manufacturer was being carved out from a larger corporate group. The business, specializing in rubber, plastic, and silicone molding, operated from an oversized facility and had a history of sustained losses. With a Western European headquarters and operations in Poland and Romania in the Central and Eastern Europe, the company faced urgent pressure to validate financial forecasts and prepare for operational turnaround as part of a post-merger integration. The leadership transition and ongoing losses created immediate risk for the new owners.
2) The challenge:
- Ongoing financial losses and negative EBITDA
- Oversized facility driving inefficient cost base
- Leadership gap with planned replacement of the managing director
- Internal forecasts lacking external validation
- No independent scenario planning for restructuring options
- Unclear governance and reporting lines post-acquisition
- Cultural and operational misalignment between former corporate owner and new private equity leadership
- Time pressure to secure financing and stabilize operations
3) Interim role delivered (speed and fit):
An Interim CFO was rapidly deployed to provide immediate financial scrutiny and scenario-based forecasting. The assignment was structured as a 12 month mandate to ensure continuity from pre-acquisition review through post-close stabilization. The interim executive was fluent in German, with a proven track record in industrial manufacturing and distressed asset environments. This fit enabled direct engagement with local teams, credible analysis of German-language financials, and alignment with private equity expectations. The role reported directly to the lead investor, ensuring clear accountability and decision speed.
4) What happened during the mandate:
First 30 days
- Conducted a rapid review of internal financial forecasts and assumptions
- Established short-term cash flow visibility and clarified cost drivers
- Engaged directly with site-level finance and operations to validate data
- Identified immediate cost-saving opportunities and headcount scenarios
- Set up weekly reporting cadence to the private equity owner
First 6 months
- Developed and tested restructuring scenarios linked to facility optimization and workforce rightsizing
- Built a revised financial model reflecting operational realities and investment assumptions
- Supported lender negotiations with independent financial analysis
- Collaborated with interim plant management to align operational and financial plans
- Introduced monthly performance reviews and KPI tracking
6+ months
- Oversaw implementation of cost containment measures and restructuring actions
- Monitored progress against revised forecasts and adjusted plans as needed
- Provided ongoing advisory support to the owner and plant leadership
- Facilitated alignment between local management and private equity board
- Prepared the business for transition to steady-state leadership
Handover and exit
- Transferred financial models, reporting templates, and scenario tools to permanent finance staff
- Supported the onboarding of a new managing director and finance lead
- Documented key learnings and integration milestones for the board
- Exited with clear governance and reporting structures in place
5) Actions taken (execution focus):
- Validated and challenged internal financial forecasts
- Established weekly cash and performance reporting to ownership
- Conducted scenario modeling for headcount and facility optimization
- Engaged with local teams in German to ensure data accuracy and buy-in
- Supported lender due diligence with independent financial analysis
- Built revised financial models reflecting restructuring options
- Introduced monthly KPI reviews and accountability sessions
- Coordinated with interim plant management on operational turnaround
- Facilitated communication between HQ, local management, and the board
- Prepared transition documentation for permanent leadership
6) Outcomes achieved (measurable proof):
- Financial visibility restored within 60 days of mandate start
- Reliable scenario-based forecasts enabled informed investment decisions
- Cost-saving opportunities identified and prioritized for execution
- Weekly reporting cadence reduced surprises and escalations
- Alignment achieved between private equity owner and local operations
- Lender confidence supported through independent financial review
- Operational restructuring plan developed and initiated within first quarter
- Transition to steady-state leadership completed with knowledge transfer
- Governance and reporting discipline embedded for ongoing performance management
7) Why CE Interim:
CE Interim delivered a rapid, precise interim CFO solution tailored to the urgency and complexity of a cross-border post-merger integration. The selected executive combined sector expertise, German language fluency, and hands-on turnaround experience. This enabled immediate engagement with local teams, transparent reporting to ownership, and disciplined execution of integration priorities. CE Interim’s approach ensured trust, governance cadence, and reduced risk throughout the mandate.
8) Call to action:
If you require an interim CFO to restore financial visibility and scenario planning during the critical early stages of a post-merger integration, CE Interim can deploy 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.
