General Management
(case 1): Turn-around Management
Board Management.
Although this program began with the role of business-unit manager, it was quickly elevated to Board Member of the board of directors of an IT-services daughter/company. At the same time it involved direct responsibility for the largest and most strategic unit (>285 FTE). The implementation of the key governing plan (of which we were one of the main authors) achieved the goal of changing the former IT-services ‘department’ into an independent market-driven company.
The task included rightsizing by 175 FTE's from 775 to 600. The program also created 20% of turnover in related markets outside the core-market (the parent company). ISO 9001 was successfully implemented and a bottom line increase was achieved in one year from $ 2.5 loss to $ 7 million profit, as well as a sizeable increase in turnover to more than $ 75 million. At the end of our involvement, a period of over three years, we assisted in the successful selection of a buyer for the company.
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Case 2: Founding / Establishing a new company
Board Management
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