Club Delville now has over 350 members in Europe. It is the largest structured network of executive interim managers in Europe.
Members include not only interim managers (mainly interim Managing Directors / CEOs, CFOs, COOs, HR Directors, etc…), but also Delville clients and experts who can support Team Delville (from private equity and firms of executive coaches, lawyers, economists).
Nicolas PETROVIC, CEO of Eurostar spoke at a Club Delville Event at the London Chamber of Commerce and Industry last night.
The event highlighted their professional survey on the interim management market in the UK, with a total of 800 decision makers answering to a questionnaire at the end of 2014.
Feel free to read the summary of this event by clicking here.
Delville Management has conducted a survey on Interim Management among clients in the UK.
The objective was to identify the emerging trends in the business from the clients’ perspective.
The results of the study are now available, discover them now by clicking here.
Discover the new Client Survey regarding interim management
The objective is to identify the emerging trends in the business from the clients’ perspective by comparing the results of 2015 and 2016.
Discover our Private Equity Approach
Delville Management is member of the British Venture Capital Association(BVCA).
Access the operational know-how of our senior advisors in Club Delville :
Pre-acquisition stage: access to expertise on Sectors & Activities
Audit and Due Diligence stage (Sell Side / Buy Side)
Post-acquisition stage: operational support on Deals & Portfolios
French Club Delville was delighted to welcome Séverin Cabannes, Deputy CEO of Société Générale
Paris Office had the great pleasure to receive last week Séverin CABANNES, the Deputy CEO of the famous French bank Société Générale. At this occasion, he dealt with the topic of the new paradigms in the banking industry.
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The context: an industrial group specialised in network engineering services and in the manufacturing of products for energy efficiency. The company is being restructured and there has been a shift in General Management.
The context: a banking group with 4800 employees and a transformation strategy over a 3 years’ period. A Social Affairs Director has been assigned to lead a 6 months mission. The interim manager had to reinstall relations and interactions between the board, personnel representatives and the employees, at the heart of the strategy.