Case Studies

A surprise resignation left Swissport UK in urgent need of an interim chief executive

Part way through a turnaround and a major change programme, this leading airport ground services provider successfully overcame a critical leadership test using an interim executive from BIE. To read the full case study, click here.

Ben Jeffs helps LGC Forensics manage an increased workload

As a result of gaining new contracts the operations of LGC Forensics was stretched. They needed a quick solution to help manage the workload.   To read the full case study, click here.

Force Protection: Helping sell to the MOD

BIE Interim Executive supplied two ‘heavy-hitting’ senior executives to meet the toughest of challenges: designing, developing and producing the ‘Ocelot’, an all-new, special purpose vehicle for the British army in record time.   To read the full case study, click here.

Turning around a failing shared service centre for Marsh

When operating difficulties arose at a new financial shared service centre serving 16 countries, management at Marsh needed to act quickly to turn around performance and asked BIE for help.   To read the full case study, click here.

Major restructure at law firm Cobbetts

Faced with a practice merger, combined with a large-scale relocation and communications system implementation, Cobbetts needed outside help.  

Mahle Turnaround

Tough decisions and a culture change were needed to turn this business around in Scotland.   To read the full case study, click here.

ROK Accelerating Change

Property repair and maintenance specialist, ROK plc, changed direction to combat the effects of the recession.   To read the full case study, click here.

Ricardo HR Transformation

Interim HR Director, Chris Drummond, was brought in to make fundamental changes to Ricardo's UK HR function.   To read the full case study, click here.

OB10 Major Project Deployment

This rapidly-growing global B2B e-invoicing network used an interim to deploy a number of essential projects concurrently.   To read the full case study, click here.

HR Reinforcements at Avaya

A relocation needed to be carried out under considerable time pressure but with regard for the employees involved - and an eye to budget.   To read the full case study, click here.

Enhancing Global Performance within Elementis plc

The transformation from a US centred business to a global operation necessitated immediate, additional in-house resource in the finance department.   To read the full case study, click here.

Leading a management buy-out

John Lowe started as a senior interim executive at Video Arts and ended up leading the business through a management buy-out.   To read the full case study, click here.

Matching an Interim's Experience with a Client's needs

The Police Aviation Service used a highly specialised interim engineering director to ensure delivery of a new aircraft to Greater Manchester Police.   To read the full case study, click here.

Change management at Charter plc

Following a major acquisition, engineering giant, Charter, required an experienced HR resource to carry out fundamental change across several European countries.   To read the full case study, click here.

Kalyan Banerjee, BIE Interim Shared Services Director

In an outsourced financial services operation, service level performance had slumped to 30% compared with a commitment to deliver 95%. With a four month backlog of queries from customers and suppliers, and without prompt remedial action, there was a very real risk of legal action or potential breach of FSA regulations. Resolving late payment of creditors was a priority; staff attrition of 65% was not only causing poor morale, but lead directly to an increase in complaints. In this six month assignment Kalyan reduced staff turnover to zero, restored headcount to the appropriate levels, ensured that the regulations were met and that no legal action was started by suppliers. Furthermore, the implementation of best practice resulted in an £800,000 refund from the VAT office, providing the organisation with a significant ROI on the assignment as well as a training program. Newly documented processes ensured ongoing success after the assignment ended.

Dinesh Vora, Interim Payroll Manager

The Audit Commission was investigating a local government payroll department, which was using outdated and manual process, some of which had not changed for thirty years. The lack of management and financial controls was of serious concern. Dinesh Vora was assigned to ensure that the team not only implemented the best practice, but also became more efficient. This six month assignment not only delivered 20% savings, but installed clear management processes and rigorous financial controls, which satisfied the Audit Commission. This project also identified an undercharge to another department which alone justified the cost of the project.

Jacqueline Campbell, BIE interim customer services expert

A centralised NHS call centre was underperforming. 30% of calls were abandoned as patients gave up waiting, while those that hung on endured waits of up to 13 minutes. GP's and other clinical staff wasted time trying to resolve issues due to poor management and procedures. Jacqueline was assigned to resolve the critical issues for patients, clinicians and staff alike. Within a month, the abandoned call rate had decreased from 30% to less than 5% with an average wait time of less than two minutes. Within six months, and for the first time ever, 100% of referrals were tracked, contributing to a 30% improvement in clinic attendance rates. The turnaround in performance resulted in the Board reversing the decision to outsource the department and saved the jobs of the whole team.

Stephen Lawrenson, Interim Head of Transformation Change

A national organisation that collects and delivers vital medical supplies for the NHS needed a 'safe pair of hands' to manage an organisation-wide transformation, following a strategic review by a major consulting firm. The Interim would be leading the consultants whilst implementing the strategic change programme. At stake was the security of future supplies - literally a life or death situation - and the reputation of a very public body, whose 2000 staff faced change on an unprecedented level. BIE's confidence in the interim recommended was fully justified in the client's feedback, summarised as follows: "The interim inherited a potentially critical situation. He quickly made an impact. We saw a significant increase in stocks from about 35,000 units when he joined to 55,000 units when he left. User satisfaction increased significantly, up 30% according to formal feedback, and complaints fell. This was achieved at the same time as notable increases in productivity."

Tim Warren, BIE Interim IT director

Hospital Trusts have to compete for 'business' and become more commercial. One Trust recognised that the cornerstone of its success would be the transformation of the IT systems required to deliver efficient services to its patients, staff and management. Tim's twelve month assignment objective was to deliver a new IT strategy, and transform the IT department into one able to support strategic business change in the organisation. Building trust with the many and varied stakeholders was a core aspect of Tim's brief. In order to do this, the reputation of IT as an effective team had to be enhanced by delivering projects that had stalled or missed deadlines, in one case by over four years. Not only did the Board agree the new strategy but they also increased the IT budget by 400% as a result of their new confidence in the IT department.

A specialist, growing manufacturer is reinvigorated by the arrival of an interim marketing director

Driving a £6.5m cost reduction programme at a university

One of the UK’s best known universities hired a change management expert from BIE Interim Executive to plan and drive a £6.5m cost reduction programme. When Phillip Harding was appointed as chief financial officer in May 2009, City University London had just posted its second successive annual deficit, filing a loss of around £5m on turnover of £180m. City’s governing body, concerned about fast-depleting cash reserves, hired Harding to turn around financial performance:

“We’re a non-profit organisation but just breaking even is not good enough. If we don’t make a surplus after our running costs are covered, we can’t invest. And that means we lose competitive advantage”

Sorting out the merger of food manufacturer Jordans Ryvita

When Paul Murphy became chief executive of the newly merged food manufacturer Jordans Ryvita, although it was a step up in responsibility, he says the timing couldn’t have been worse:

“It was September 2008, the month Lehman Brothers collapsed, triggering the worst financial crisis in living memory. We were part way through integrating and undergoing a period of ambiguity: jobs, roles, locations, information systems and production operations were all being scrutinised and decided. That created a big people agenda. An added complication was that ingredient costs were rising fast just as sales were falling. So we had to urgently address these issues too.”

Interim

MD for Automotive Manufacturer

Following a business acquisition which more than doubled turnover, an Interim was appointed as MD to review and refocus the business. During this 6-month assignment based in the North-East our Interim restructured the senior management team, carried out a thorough cost evaluation of the product lines, introduced business-focused KPI's and implemented plans to achieve ISO 14001. As a result of these measures, performance  and output increased significantly and client approval was gained for price increases.

HR Project Manager - Merger/Restructuring

Government funded organisation

Merger of central and regional boards and creation of new single organisation. An interim HR project manager devised strategy, obtained board approval , negotiated with the unions and implemented transfer of hundreds of staff under TUPE, managed a redundancy programme and implemented major components of a new reward strategy and practice, including job evaluation, grade structures and pay system design.

IT Executive - Systems Strategy

Employment services company

The client required senior-level view on urgent IT issues and the development of a long term IT strategy for a rapid growth organisation. The interim executive prepared a strategy including the systems development plan with outline project briefs for all major developments and indicative cost/benefit analysis. Also provided professional advice and support to heads of IT and Finance functions maximising knowledge and skills transfer over course of assignment.

Change Management

Professional body

A complex situation where the organisation acts as members' society, industry self-regulator and publisher for the profession. There are conflicting interests that have necessitated reorganisation. A Change Director has been engaged to manage this process and to ensure all the stakeholders' views are considered. The interim also acts as coach and mentor to the senior management team.

Project Management

NHS Hospital Trust

Leading the implementation of one of the Governments key pilot projects to introduce new methods of working into the NHS, the Interim Project Director is responsible for the delivery of a new outsourced Diagnostic and Treatment Centre (DTC) for elective surgery. This a complex, high profile project involving hospital administrators and clinicians, Strategic Health Authority and Department of Health.

Finance

Government department

The service levels of the Finance/Accounts department were unsatisfactory and as a result the organisation, systems and procedures needed a thorough overhaul. The interim, as the only qualified accountant, has re-organised and recruited to strengthen the team. A major project is underway to replace the IT system and new policies and procedures are being imported from the private sector (introduction of accrual accounting, forecasting, reporting against budget etc).

Finance

Property NDPB

Managed transition to commercial accounting practices; implemented RAB and WGA government initiatives; valuation of assets; finalised last year's accounts and current year's budget; key advisor to CEO.

IT System Implementation

Property NDPB

Rescued and turned around major systems implementation project; presentation to Commission; renegotiated terms with vendor; set up pilot project and oversaw roll-out.

Sales & Marketing / Commercial

MOD repair & maintenance organisation

Prepare organisation for re-launch as Trading Fund; restructure Sales and Marketing team; identify new market opportunities; establish commercial relations and SLAs with customers.

Planning & Restructuring

Local government - adult education service

Manage transition to new funding authority; advise CEO on restructuring organisation; introduce zero-level budgeting; introduce management information; recruit successor.

Human Resources / Shared Services

Government department

Plan and roll-out the centralisation of all aspects of Recruitment, setting up a centre of excellence to service all UK offices. Pioneer the use of interim management.

Programme Management

Records agency

Interim Head of Procurement

Major Leisure Group in East of England

As Head of Procurement, the Interim Executive stabilised and streamlined the purchasing team and the processes, resulting in improved customer service and delivery as well as reduced costs. Using his mentoring skills and with the implementation of effective performance indicators, the Interim was able to restore morale and introduce collaborative relationships. Having implemented significant one-off and recurring benefits in excess of £5m in the first 6 months, a plan was developed for further incremental benefits through effective use of SAP.

Chairman - Restructuring and Growth

VC-backed technology start-up

Appointed Chairman to oversee implementation of new profitable growth strategy on completion of initial assignment as Company Doctor. Business has been refocused on B2B growth opportunities and $2 million of additional funds have been raised.

Corporate Communications Manager - Improvement Programme

Financial services group

The interim executive took over the management, development and implementation of the internal and external communications of a major financial services group in order to improve the performance of the communication function across the businesses until a permanent appointment was made. A strategy was produced and agreed by the Executive Committee, an action plan delivered in response to the annual employee survey and enhanced processes and systems implemented for media relations activity.

Sales Director - Sales/Marketing Strategy Implementation

Direct marketing subsidiary of FTSE 100 group

Interim executive engaged to support CEO assess, develop and implement a sales and marketing strategy to move the company through to being cashflow positive. Recommended restructuring and downsizing of the business, refocusing on core strategy.

Operations Director - Change Management

Managed services subsidiary of multinational Financial Services group

Initially contracted to support Operations Director during period of change surrounding major systems implementation, promoted to manage entire operation when the director left the company. Prepared service operations for implementation of new administration system, led programme to bring flagship product back within service standards and renewed sales force confidence in service delivery. Changed the roles of the team to ensure service and quality were key focus and implemented new shift programme.

Head of European Operations - Restructuring

Manufacturer of healthcare products

Customer service needed improvement and the consolidation of manufacturing facilities required managing. The interim executive took responsibility for operations in the UK and elsewhere in Europe. Reduced overdue customer orders significantly and within weeks. Closed one European factory and consolidated operations in the UK. Introduced control mechanisms for product introduction and product change.

Chief Executive - Project Turnround

Leisure resort

The investors required an interim executive with a marketing background to manage a major refurbishment and to develop a new senior management team to take the business forward. This involved establishing new operating procedures to compete in today's marketplace. The project was completed on time and on budget and a new marketing programme, including a relaunch, has been implemented.

Managing Director - Divestment & Restructuring

UK Financial Services Group

An interim MD was engaged to assist this FTSE 250 Group in selling a troublesome subsidiary. This involved value enhancement, providing on-site presence and working with management during the sale process. On completion, the interim MD was asked by the new owners to continue working with them on a major restructuring of the business. This resulted in 70% staff reductions.

Sales Director - Revitalise Sales Performance

Media Company

A £8m turnover subsidiary of a FTSE 100 Media Group was undergoing difficulties meeting its short-term sales targets. An experienced Interim Sales Director was hired to evaluate and restructure the sales organisation and to devise and introduce new sales strategies. Focus on 'large ticket' accounts was introduced and year-end budgeted revenues were achieved. 40% of the annual sales budget was delivered in the 3 month assignment.

Chief Executive - Business Recovery

Aerospace

A £20m turnover subsidiary of a 600m manufacturing Group had been in decline for seven years and making losses for the last three - £2m in 2002. An Interim CEO was appointed to assess whether the plant should be closed or a turnaround was feasible. A recovery plan was put in place. Management changes were made, new terms of employment were negotiated with the unions and new focus introduced, with the appointment of a new Sales Director. Turnover increased 20% and break-even achieved in 2003 with profit of £500k planned for 2004.

Turnround Team

White goods manufacturer

A £100 million, 1000 employee manufacturing business supplying major retail outlets supplemented its turnaround team with a number of key interim appointments. These included both the Interim Finance and Manufacturing Directors. Further appointments included an Interim Credit Controller. Major downsizing, site closure and refocusing on profit and quality led to major improvement and return to profitability.

Chief Executive - Turnaround - Germany

Multi-national capital equipment manufacturer

This subsidiary has been loss-making for several years and the parent company has lost confidence in the local management to achieve a turnaround. An Interim CEO has been hired to take control of the situation - reduce overheads, eliminate losses and maintain service levels. The Interim CEO will also be involved in planning the long-term future of the business.

Chief Executive - Turnaround - Italy

Multi-national branded consumer goods company

A failed recruitment exercise to replace the under-performing CEO created an urgent need for a replacement CEO at very short notice. A fluent Italian speaker with an in-depth knowledge of the Italian retail channels, the Interim CEO has set about re-vitalising sales.

Credit Control Expert - Europe

Multi-national logistics business

Poor cash management performance across the European Region has resulted in a plan to set up a Shared Service Centre for Credit Control. An interim who is an expert in credit management was brought in to manage the transition and to share or introduce best practice.

Chief Executive - Start up

Industry regulatory body

The key members of one of the UK's leading industry associations decided to set up a new regulatory agency to establish and monitor product standards in the financial services sector. An Interim CEO was appointed to set up and staff the new organisation. Quality standards were created and approved and Members encouraged to submit their product portfolios for audit and approval.

Finance Director - Company Sale

Publishing

The company was in mid-negotiations to sell its share of a joint venture to its American partner when the FD suddenly resigned. An Interim FD started within 24 hours and discovered incorrect share registration and chaotic management and financial accounts. The Accounts team was reorganised and strengthened, the records corrected and brought up to date and the company sale successfully completed.

HR Director - Turnround

Fresh produce growers

Severe market pressures following a major acquisition necessitated a total restructuring of the Group with non-core activities being outsourced, sold and closed. An Interim HR specialist was taken on to participate in creating the new business plan for agreement by the Bank and then to lead all subsequent Personnel related matters (TUPE transfers, redundancy, internal communications etc).

Supply Chain Director - Business Integration

Consumer durables

This leading manufacturer, part of a N American multi-national, recently acquired two competitors. Operations and stock were amalgamated into one factory and staff cuts made. Working capital costs subsequently escalated dramatically as forecasting systems failed and inventory ballooned. An Interim Operations Manager was hired to identify the cause of the problem and to implement a solution. Redundancies had resulted in a loss of critical product knowledge and lost stock in duplicate stock locations. Stock outs then triggered additional emergency production runs and stock levels rose by £10m. Corrective action was taken and a new Operations Director recruited.

Programme Management - Shared Services

High Street Bank

The Bank decided to centralise all resourcing including volume recruitment of clerical and administrative grades. A Shared Service Centre was established and an Interim Project Manager hired to liaise with the large number of internal clients, to negotiate and manage the internal and external suppliers. A key element of the project was to set up a new call-centre with live candidate tracking system. The service was launched on time and on budget.

Project Manager - Relocation

Consumer goods - N America

Review proposals to relocate business from Canada to USA; create supply chain plan to ensure continuity of supply; short-list partner companies to outsource all warehousing, pick-and-pack and distribution; negotiate contracts and SLAs.

Change Director - Restructuring

Owner-managed manufacturer of specialist protection equipment

Reviewed business and business plan; proposed rationalisation of manufacturing and relocation of design office / HQ; directed implementation of plan; freed prime site for redevelopment.