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An Interim Restructuring Director operational within 72 hours
Cash under pressure, banks to reassure, out-of-court or insolvency proceedings to manage: Delville Management deploys an Interim Restructuring Director who takes charge of the restructuring alongside your governing bodies.
The responsibilities of an Interim Restructuring Director
The Interim Restructuring Director, often called a CRO (Chief Restructuring Officer), takes operational responsibility for a restructuring plan as part of a business turnaround. They decide, execute and report to shareholders and financial partners alike. Depending on the mandate set at the scoping stage, they work alongside the incumbent CEO or take over the management of the company.
Taking back control of cash
Cash covers only a few weeks of activity. The interim CRO draws up a week-by-week forecast and decides on every outgoing payment. They freeze spending that can wait, renegotiate terms with key suppliers and protect the payments the business depends on: salaries, materials, critical subcontractors.
Making the diagnosis and building the restructuring plan
Results are deteriorating and the management committee does not agree on the causes. The CRO separates causes from symptoms: prices too low, industrial costs, inventory, an overly heavy structure, loss-making activities weighing on performance. Each measure in the plan is costed, with its impact on cash and its timetable, so it can be presented to shareholders and banks.
Negotiating with banks, creditors and shareholders
The banking pool wants a credible plan before renewing its lines. The CRO defends this plan before the banks, negotiates a rescheduling or new financing, and prepares capital or disposal decisions with the shareholders.
Leading out-of-court or insolvency proceedings
The banks are no longer on board or a deadline cannot be met. The CRO prepares the company for the appropriate proceedings, out-of-court or insolvency, and becomes the contact for the court-appointed officers. During the proceedings, they defend the plan and ensure business continuity.
Carrying out the reorganisation with the teams
A site is losing money, an activity must stop, the structure must be slimmed down. The CRO carries out the agreed measures personally and prepares the dialogue with employee representatives together with the human resources department. They hold to the timetable until full implementation.
Preparing the way out of the crisis and the handover
The worst is over and the company must hold its course without emergency measures. The CRO hands over the management tools, cash indicators and remaining workstreams to the CEO or their successor.
A selection of qualified profiles is presented to you within 72 hours, from more than 22,000 interim managers. The selection retains executives who have already led a restructuring comparable to yours.
Delville Management is listed in the Leaders League 2024 ranking, category “Restructuration & entreprises en difficultés” (restructuring and companies in difficulty), and in the Leaders League 2025 restructuring ranking. Our restructuring white paper covers weak signals, cash management and crisis governance.
Once the profile is approved, the Interim Restructuring Director can take up the role within 5 days. In a restructuring, every week counts: the cash forecast and first decisions start as soon as they arrive.
Each assignment is followed by a local expert, in direct contact with you, and by a Mission Director who is an expert in your sector. Regular reviews measure the progress of the plan.
At the end of the assignment, the interim CRO delivers their report and hands over their tools to the CEO or their successor. Your teams keep the method after they leave.
The Interim Restructuring Director is a former CEO or CFO who has already been through a cash crisis, a conciliation or a receivership. They speak the language of the banks as well as that of the shop floor. The managers in the Delville Management network have more than 20 years of experience on average.
Our interim CROs are chosen for their financial and social skills, their composure in the face of creditors and their ability to decide quickly: stopping an activity, slimming down a structure, renegotiating debt. They take the difficult decisions and explain them to the teams who stay.
They work for CEOs of SMEs and mid-sized companies, family shareholders and investment funds.
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