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Interim Management - Shared CFO - Project Management

What kind of support do you need ?

One day, one week, one month ... we could meet your expectations in terms of competencies for short or mid-term missions.


Specialized in corporate finance and change management, we propose to second your teams, or replace lacking specialists when you need us. 

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Interim Management

Admin reorganisation

Reporting and KPI setup

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Our Promise

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About Us
Anne Canel, Founder
Chris Marcilla, Founder

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Want to know more about us? See our reviews on Linkedin

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Interim Management

There are several factors that make the interim management offering increasingly popular and cost-effective to client organisations. 
These factors are characterised as a ‘value proposition’ that interim managers offer to their clients.  http://iim.org.uk/
INTERIM MANAGEMENT is the temporary provision of management resources and skills. Interim management can be seen as the short-term assignment of a proven heavyweight interim executive manager to manage a period of transition, crisis or change within an organisation. In this situation, a permanent role may be unnecessary or impossible to find on short notice. Additionally, there may be nobody internally who is suitable for, or available to take up, the position in question.
1. Return on investment. 
Interim managers add value by using their skills and expertise to help deliver an outcome, solution, service or mitigate risk that provides a meaningful ‘return on investment’ to a client. Interim managers are paid on the understanding of goals and objectives being performed and delivered, and not simply on the basis of attendance.
2. Speed. 
Interim managers can be in place within days as opposed to weeks or months which is essential when time constraints are paramount. Being practiced in engaging promptly with the situation, they become effective quickly upon joining a client organisation. Because of their experience and expertise, interim managers also conduct and complete assignments effectively and with due speed.
3. Expertise. 
Interim managers typically operate at a senior level in the client organisation, often being sensibly over-qualified for the roles they take on. They often bring skills and knowledge not otherwise in place, to address a specific skills gap or problem. Their experience and expertise enables them to be productive and make a noticeable impact from the outset, maximising the likelihood of success.
4. Objectivity. 
Unencumbered by company politics or culture, interim managers provide a fresh perspective and are able to concentrate on what's best for the business. Being independent operators, they are able to contribute honestly without constituting a threat to the incumbent management team. Not being part of a larger business they are not pressured to unnecessarily extend their assignment.
5. Accountability. 
Rather than taking on a purely advisory role, interim managers are managers who will take responsibility for and manage a business or project in their own right. They expect to be held accountable for results and by being instrumental in an assignment’s successful delivery, They give clients the peace of mind that the interim manager has stewardship of the project in hand.
6. Effectiveness. 
Operating at or near board-level gives interim managers the authority and credibility to effect significant change or transition within a company. Unlike a ‘temp’, they're not just there to ‘hold the fort’. They actively add value to the client organisation as a result of their expertise and approach, even when the work and the decisions to be made are difficult.
7. Commitment. 
Interim managers maintain high professional standards because their future work relies upon referrals and a successful track record. They therefore have a stake in the success of the assignments that they undertake. This contrasts favourably with other ‘temporary workers’ who may also be seeking ‘permanent employment’ or simply motivated by a day rate or extending their tenure.

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Project Management

http://www.pmi.org/
A project is temporary in that it has a defined beginning and end in time, and therefore defined scope and resources.

And a project is unique in that it is not a routine operation, but a specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work together – sometimes from different organizations and across multiple geographies.

The development of software for an improved business process, the construction of a building or bridge, the relief effort after a natural disaster, the expansion of sales into a new geographic market — all are projects.

And all must be expertly managed to deliver the on-time, on-budget results, learning and integration that organizations need.

Project management, then, is the application of knowledge, skills and techniques to execute projects effectively and efficiently. It’s a strategic competency for organizations, enabling them to tie project results to business goals — and thus, better compete in their markets.
Project management processes fall into five groups:
  • Initiating
  • Planning
  • Executing
  • Monitoring and Controlling
  • Closing

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