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.
Confidențialitate încă de la primul contact. Un director selectat cu atenție, potrivit pentru mandat, gata să-și înceapă activitatea în termen de 72 de ore de la finalizarea caietului de sarcini.
Ierarhia de raportare
BOARD · INVESTOR · STEERING COMMITTEE
INTERIM INTEGRATION OR CARVE-OUT DIRECTOR
ACQUIRING ORGANISATION | ACQUIRED ORGANISATION
Finance · Operations · Systems · People · Commercial
1,500+
Numărul de mandate îndeplinite anual în cadrul alianței
90+
Parteneri operaționali din întreaga lume
30+
Țările incluse
95%
Mandate transfrontaliere
72 de ore
De la primirea instrucțiunilor până la începerea misiunii
Definiție
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.
Condiții de declanșare a programării
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
O divizare trebuie să fie autonomă
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.
Acesta este locul potrivit?
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.
Regula de decizie
When the transaction timetable is set and the execution risk is ownership rather than analysis, this is the appropriate appointment.
Când un alt rol este cel potrivit
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 definește mai întâi mandatul și recomandă rolul abia apoi.
Comparație între roluri
De ce post are nevoie compania?
Derulați tabelul în lateral →
| Director interimar pentru integrare | Interim CEO | Interim CFO | M&A advisory | |
|---|---|---|---|---|
| Domeniul de aplicare | 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 |
| Deține | Sequencing, dependencies, benefits, Day One | The business result | Ledger, reporting, synergy evidence | The recommendation |
| Numit atunci când | Nobody owns execution | Compania nu are un lider | 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 |
| Este timpul să începeți | În termen de 72 de ore de la primirea instrucțiunilor | În termen de 72 de ore de la primirea instrucțiunilor | În termen de 72 de ore de la primirea instrucțiunilor | Depends on scope and engagement |
Director interimar pentru integrare
Interim CEO
Interim CFO
M&A advisory
Moduri de defectare
Cum eșuează aceste numiri
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.
Domeniul de competență
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.
Notă privind autoritatea
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.
Răspunderea legală, domeniul de aplicare și acoperirea
Răspunderea legală.
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.
Domeniul de aplicare se stabilește de comun acord înainte de începerea activității executive.
Clientul, CE Interim și directorul executiv stabilesc în scris atribuțiile, limitele de competență și limitele de semnătură.
Asigurarea se încheie pentru fiecare mandat în parte.
Directorii executivi dețin propriile polițe de asigurare de răspundere profesională și de răspundere civilă a administratorilor și a conducerii. În cazul anumitor mandate, clientul asigură aceste polițe sau contribuie la costurile acestora. De asemenea, CE Interim și fiecare membru al Valtus Alliance dețin propriile polițe de asigurare.
Arcul mandatului
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.
Discutați cu un partener despre mandat înainte ca situația să vi-l impună.
Rezultate și predarea cazului
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.
Predarea
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.
Pe cine trimitem
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.
Modelul de numire
De la informarea confidențială până la numire
01
Informare privind situația
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
Definirea mandatului și evaluarea specifică provocării
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
Prezentare, numire și guvernanță
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.
Tensiune transfrontalieră
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.
Domeniile în care activăm cel mai des
Module de situație
Typical integration and carve-out mandates
Integrarea post-fuziune
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.
Programe de transformare esențiale pentru întreprindere
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.
Guvernanță, vizibilitate și 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.
Mediile sectoriale
Where CE Interim appoints integration and carve-out leadership
Sectoarele primare
Transaction environments
Contexte de proprietate
Este important să înțelegi sectorul. Criteriul decisiv de selecție îl constituie asumarea unei responsabilități de conducere comparabile într-o situație comparabilă, într-un context de proprietate comparabil.
Probele din dosar
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
Situația
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.
Rezultat
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
Situația
Two organisations had merged without their reporting following.
Mandat
Establish a unified reporting cadence and bring synergy execution back on track.
Rezultat
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.
Cost și durată
What an integration or carve-out mandate costs and how long it runs
Tarifele pentru mandatele de recrutare se stabilesc pe baza unei rate zilnice, în funcție de sfera de activitate, autoritatea și durata mandatului. Nu se percepe niciun procent din salariu, niciun comision de plasare și nu este necesară nicio investiție inițială. Plătiți pentru zilele lucrate în cadrul unui mandat convenit, iar tariful este confirmat înainte ca persoana recrutată să își înceapă activitatea.
Tarif zilnic orientativ
1.000 € – 3.000 €
La un nivel superior în cazul în care mandatul implică o funcție prevăzută de lege sau o complexitate transfrontalieră.
Durata și etapele cheie
Integration mandate
Între nouă și optsprezece luni
Decision cadence established
In the opening weeks
Responsabil la fața locului
În termen de 72 de ore de la finalizarea brief-ului
Ce influențează cifra respectivă.
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.
În raport cu ce ar trebui măsurat.
Nu costul mandatului, ci costul menținerii acestei situații, în care nu există un executiv care să răspundă pentru acțiunile sale, în timp ce deciziile sunt amânate.
Cât veți plăti efectiv.
Un partener vă comunică o sumă în cadrul primei discuții confidențiale. Fără costuri, fără obligații.
Întrebări
Questions boards and investors ask
Este același lucru cu serviciul vostru de integrare post-fuziune?
Aceștia colaborează. Pagina dedicată serviciilor prezintă modul în care CE Interim organizează programele de integrare și de separare a activităților. Această pagină se referă la directorul executiv responsabil de punerea în aplicare a acestor programe: autoritatea de care are nevoie și modul în care se realizează numirea.
Director interimar pentru integrare sau director general interimar?
Director de integrare în cazul în care afacerile există deja, iar programul nu are un responsabil. Director general în cazul în care afacerea achiziționată nu dispune deloc de o conducere funcțională, situație în care integrarea decurge din numirea conducerii, și nu invers.
Director interimar de integrare sau o firmă de consultanță?
O firmă de consultanță oferă, de obicei, servicii de analiză, elaborare de programe și recomandări. Un director interimar de integrare deține autoritatea executivă delegată de a lua decizii privind secvențialitatea, dependențele și măsurile de la „Ziua 1” în cadrul mandatului său și rămâne responsabil pentru punerea în aplicare a acestora în ambele organizații.
Poate un membru al conducerii să dea instrucțiuni unor persoane care nu îi sunt subordonate?
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.
De ce este atât de important acordul privind serviciile de tranziție?
Pentru că acesta este programul real. Fiecare serviciu oferit de vânzător are o dată de încheiere, iar prelungirea poate duce la creșterea costurilor sau la apariția unor riscuri suplimentare, în funcție de termenii contractuali. Planificarea în funcție de aceste date de încheiere, și nu de organigramă, este cea care determină dacă programul se finalizează.
Când ar trebui integrate sistemele?
Sistemele ar trebui integrate atunci când gradul de pregătire operațională permite acest lucru. În cazul unor tranzacții, acest proces poate începe mai devreme; în altele, ar trebui amânat. Impunerea unei schimbări la nivel de platformă sau de raportare în timp ce afacerea încă se redresează în urma tranzacției perturbă activitatea pe care se bazează argumentul privind sinergia. Luarea acestei decizii reprezintă una dintre responsabilitățile centrale ale acestui rol.
Puteți adăuga un specialist în sectorul midstream?
Da. În cazul în care un flux de lucru necesită o conducere dedicată, se poate numi un coordonator al tranziției sistemelor sau un director de integrare în domeniul resurselor umane, alături de directorul de integrare din rețeaua mai largă.
Cine încheie contractul cu executantul și ce obligații are clientul?
CE asigură mandate de management interimar pe baza relațiilor business-to-business, iar managerul interimar nu se alătură clientului în calitate de angajat permanent. Partea contractantă este o entitate locală sau un centru regional, în funcție de țara în care se desfășoară intervenția, selectată dintre cele peste treizeci de entități din cadrul Alianței Valtus. Statutul profesional, obligațiile fiscale, de asigurări sociale și cele conexe depind de jurisdicție, de structura contractuală și de circumstanțele mandatului, astfel încât angajamentul este structurat în conformitate cu legislația țării în care se desfășoară activitatea.
Cine își asumă riscul în cazul în care persoana cu funcție executivă deține o funcție oficială?
Asigurarea se încheie pentru fiecare mandat în parte. Directorul executiv deține propria asigurare de răspundere civilă a administratorilor și a conducerii, precum și de răspundere profesională, iar în cazul anumitor mandate, clientul asigură această acoperire sau contribuie la aceasta. CE Interim și fiecare membru al Valtus Alliance dețin, de asemenea, propria asigurare. Domeniul de responsabilitate, limitele și limitele de semnătură sunt convenite în scris de către client, CE Interim și directorul executiv înainte ca acesta din urmă să își înceapă activitatea.
Când ar trebui să facem numirea, înainte sau după închidere?
În cazul în care legislația permite acest lucru și calendarul o permite, numirea înainte de finalizarea tranzacției poate îmbunătăți pregătirea pentru „Ziua 1”. Activitățile anterioare finalizării tranzacției trebuie să respecte reglementările privind controlul fuziunilor, legislația în materie de concurență, confidențialitatea și restricțiile tranzacției, astfel încât drepturile de decizie asupra țintei să rămână limitate în mod corespunzător până la finalizarea tranzacției și obținerea oricărei aprobări necesare. După finalizarea tranzacției, mandatul trece de la planificare la execuție. Un director de integrare numit înainte de finalizare poate defini corect sfera de acțiune pentru „Ziua 1”, poate interpreta programul serviciilor de tranziție ca pe un plan de proiect și poate asigura funcționarea guvernanței încă din prima zi de proprietate. În cazul în care numirea are loc abia după finalizare, directorul executiv poate fi nevoit mai întâi să stabilească guvernanța, să rezolve dependențele nerezolvate și să clarifice deciziile care nu au fost asumate în timpul pregătirii.
Who owns the synergy number, us or the executive?
The executive owns the pipeline and the measurement. The business owns delivery of each line, with a named owner against it. Keeping those responsibilities separate helps prevent the programme from becoming the only place where accountability sits.
How long before the programme is under 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.
Ce se întâmplă la 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.
Discutați direct cu un partener interimar al CE despre situația conducerii, mandatul și autoritatea necesare. Discuția este confidențială și nu vă angajează la nicio numire.
Răspuns din partea partenerului în termen de 24 de ore. Situațiile urgente legate de conducere sunt tratate cu prioritate.
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