Executive Interim Management

The interim management is designed for all companies requiring external, temporary expertise to achieve specific objectives. Calling on interim managers can therefore be highly beneficial  for businesses seeking specificialsed skills.

A interim management company offers the advantage of respond rapidly to the urgent needs of companies by offering very short intervention times to identify a candidate with the right skills skills, integrate them into the company and get them up and running.

A good interim manager knows how to grasp an organization's challenges and integrate into its ecosystem in a very short space of time. He or she adapts quickly, builds trust and creates a clear project dynamic as soon as he or she joins the company. A natural leader, he combines listening skills, strategic vision and operational efficiency. His experience enables him to quickly make a precise diagnosis, structure realistic action plans and implement them with rigor. His neutrality, combined with a keen understanding of human relations, gives him the legitimacy needed to ease tensions and move teams forward. Resolutely results-oriented, he sets a clear course, measures progress and adjusts actions to ensure objectives are met.

Interim management is becoming increasingly popular with companies, as it offers a rapid, flexible and expert response to strategic challenges, crisis situations, complex transformations or even in the context of bridging management. Thanks to the punctual intervention of experienced managers, companies can effectively manage change without burdening their permanent structure. This model responds to a growing need for agility and concrete results within short timeframes.

As a sign of its growing power, the profession is attracting a growing number of specialized firms and top executives, motivated by the freedom interim management offers them in managing their careers, and by the diversity and tangible impact of the assignments.

The process of collaboration between the client and Delville Management begins with a diagnosis of the client's specific situation. This enables Delville Management to understand the client's needs, challenges and objectives, which in turn enables us to identify the interim manager profile best suited to the assignment.

Delville Management uses this initial diagnosis to provide a clear framework for the mission, define a detailed action plan and anticipate potential difficulties.

This global approach guarantees an appropriate response as close as possible to the start of the mission.

Prior to the interim manager's arrival, Delville Management's Mission Director provides the client with recommendations to facilitate the interimmanager 's integration into the company and with the teams in place. These recommendations may include the collection of organisational information, financial or HR documents, which is a good start to providing input and understanding of the client's business.

To ensure effective management of the assignment, a series of measures are put in place. Firstly, a tripartite meeting is organised at the start of the assignment, bringing together the main players: the client, the interim manager and Delville Management. This meeting clarifies expectations and defines objectives.

At the same time, a detailed action plan is drawn up and constantly updated throughout the assignment. This plan identifies the stages to be followed, the responsibilities of each person involved, and the deadlines to be met to achieve the objectives set.

In addition, regular follow-up is ensured through monthly tripartite meetings, enabling progress to be checked andstrategies adjusted if necessary. These meetings foster communication between the interim manager, the client and Delville Management, encouraging coordinated efforts and proactive problem-solving.

Finally, a recurring exchange is scheduled between the interim manager and the Mission Director. This may take the form of a telephone call, or it may be formalized in the form of a document which enables a meticulous follow-up of achievements, tasks in progress and any obstacles encountered, thus offering the possibility of reacting if necessary and proposing alternative solutions.

The role of Delville Management's Mission Director is fundamental to the process. He acts directly as a coach and advisor, providing attentive listening and sound advice throughout the assignment. In addition, he or she can call on Club Delville for ad hoc assistance in a specific area of expertise.

At the end of the assignment, Delville Management organises a debriefing with the interim manager and the client. This final assessment evaluates the completion of the objectives set and confirms the transfer of skills. Delville Management also provides a detailed summary of the mission, with recommendations to ensure operational continuity with the teams in place. In this way, even at the end of the assignment, Delville Management's commitment remains essential to guarantee the success of the transition.

First of all, it's essential that the companyinforms its employees in advance of the interim manager's arrival, and prepares them mentally.

In particular, team members need to be made aware of their role, and reassured that the interim manager is there to provide help and expertise, and not to take anyone else's place.

Secondly, by carrying out a pre-arrival inspection, the company can identify any difficulties or areas of tension requiring special attention.

Clearly defining the mission's expectations and objectives from the outset will ensure that everyone involved is aligned with the same goals.

Tool training, a presentation of the resources available and required, and a meeting with key team members will also help the interim manager to quickly understand the company's challenges.

For our part, we also ensure regular follow-up throughout the manager's involvement, guaranteeing a smooth collaboration.

At the same time, it is advisable to set up a regular monitoring and evaluation system, enabling the manager to receive feedback and adjust his strategy in real time if necessary.

By creating an inclusive work environment, promoting knowledge sharing and transparent communication, the company encourages smooth operations and collaboration between the interim manager and team members.

The cost of an interim manager is generally calculated on the basis of an average daily rate (ADR), but it's important to note that there can be significant variations from one assignment to another. There are several reasons for this.

First of all, theexperience of the manager involved plays a decisive role. In theory, the more experience a candidate has, the higher the remuneration they can demand. What's more, the scarcity on the market of the type of candidate'sprofile in relation to demand has an influence on the MRR. For example, candidates with an international profile tend to command a higher GRR.

Similarly, the interim manager's function and area ofexpertise play an important role. For example, the rate of a human resources director is generally lower than that of a general manager.

What's more, the length of the assignment has a direct impact on the overall cost. The longer the assignment, the higher the overall cost, since the calculation is based on the average daily rate multiplied by the estimated number of days of the assignment.

The complexity andintensity of the assignment, depending on the qualitative and quantitative objectives set, also influence the daily rate. For example, a manager involved in a short assignment to turn around a company in a troubled sector will be better remunerated than another in a buoyant, high-growth sector.

The scope of the assignment, themanager 's position within the company, and theextent of the responsibilities assigned to him or her, are also decisive factors in determining the average working week.

Finally, the choice of the interim manager's legal status (payroll services, cooperation contract, interim contract, etc.) and the related charges can also have an impact on the overall cost.

In addition to the daily rate, it is necessary to include the costs of the manager of transition manager such as travel and catering expenses, and possibly accommodation costs if he/she is far from the site of the location.

These costs can be billed in two ways:

• Either actual expensesand in this case, the interim manager or his temporary employment agency sends the receipts to Delville Management, who will then forward them to the client for reimbursement;
• Either on the basis of a fixed daily rate negotiated in advance with the company, in which case the manager goes through Delville for processing.

The cost of the mission is divided between the remuneration of the manager of transition manager and the firm's remuneration.

Delville Management's remuneration only kicks in once the interim manager is involved in the client's business. It cannot therefore be triggered before the signature of the contract between the client, Delville Management and the interim manager selected from among the candidates proposed by the firm. 

This remuneration includes work on the following stages:

• visit scoping meetings with the customer to define the challenges and context of the assignment,
• l'identification of potential by Delville Management's Talent Team within 72 hours,
• candidate presentation meetings to the customer,
• the setting up, management and follow-up of the assignment once the selected candidate has been validated by the customer and involved in the company,
• the mission assessment with the customer and manager at the end of the assignment.

In short, Delville Management covers the costs associated with preparing and managing management and management of the selection and implementation of the manager of transition manageras well as ongoing supervision of the mission once it has begun. Delville Management's remuneration is guaranteed by the conclusion of the contract and the effective commitment of the manager of transition manager chosen.