The interim manager was commissioned by a medium-sized training provider (ten million euros turnover, 50 employees) to create the conditions for a growth spurt. In particular, this involved the internal structural and process organization as well as the associated hardware and software. The interim manager acted as project manager in a restructuring and growth staff unit of the managing partners.
In the beginning, the interim manager found an organizational structure in which the level below the management was led by an office manager, who in turn managed the employees without an intermediate management level. In addition, there was virtually no communication between the office management and the management.
The situation was exacerbated by the fact that the hardware and software equipment was completely inadequate for a company of this size. Billing tools, for example, essentially consisted of Excel sheets and were not linked to the processing software. The hardware consisted of an in-house server, which was located in a non-air-conditioned room.
Processes relating to the merchandise management system, planning and controlling were redesigned
After the interim manager had identified the weaknesses in the internal processes in detail, he developed a comprehensive concept for improvements. For example, he reorganized the processes relating to the merchandise management system as well as planning and controlling. He also introduced SME software from Datev. On the recommendation of the interim manager, the management also decided not to renew the company's inadequate IT landscape, but to outsource the IT systems completely to an external service provider. In addition, the interim manager selected and introduced a comprehensive customer relationship management (CRM) system in close consultation with the management.
Developed organizational structure and introduced new management level
After an extensive analysis of the employees' potential, the interim manager developed a new organizational structure with corresponding profiles. The positions were filled with internal candidates and new hires. The introduction of a management level below the executive board significantly improved the decision-making processes and corporate culture. This also led to the management being significantly relieved of operational issues.
Advising the management on location issues and negotiating commercial leases
The interim manager also advised the management on location issues, construction projects and the leasing of potential rental space. He closely supported the management in concluding a commercial lease agreement with a volume of more than five million euros.
New processes drive sales and earnings up significantly
The significant improvement in the company's process landscape has optimized internal processes in accounting and operating cost accounting in particular, which in turn has led to savings and significantly improved transparency. The new processes have had an even greater impact externally: Sales and earnings increased significantly. A completely new website also contributed to this, which facilitated online purchases with an optimized user experience for customers.
Supported in the search for and recruitment of a new managing director
Since one of the two managing partners wanted to withdraw from the operational business in the medium term, the interim manager supported the partners in the identification and final selection of a candidate to take over the commercial management. The new managing director has already taken up his position.
