Interim Management can be used to tackle a number of short and long term challenges, ranging from the placement of a caretaker Director/Manager to the introduction of a resource to achieve a specific objective e.g. turn-around a failing IT department, successfully programme manage a product launch etc.
Interim directors/managers are best used to achieve clearly defined goals, whether short or long term.
The company has participated in a significant number of assignments covering all aspects of IT from Turn-around situations through to Programme management. The company has been particularly successful in turning around wayward IT departments and re-focusing their efforts on behalf of the business.
The assignment was instigated by the company stake holders (3i and RBS) with a remit to “turn-around” a failing IT department as Head of IT Operations with responsibility for all operational aspects of business support. This was successfully achieved and all initial objectives accomplished.
The role expanded when having to assume the role as Head of IT when the incumbent IT Director left to pursue alternative opportunities. As a result of the actions taken, the level of IT support improved and all single points of failure were removed from the operational support systems. The department was restructured and down-sized as changing business conditions forced corrective actions to be taken.
New technology programmes were undertaken and the auto-sorter infrastructure upgraded. A new auto-scanner to process 2D bar codes was implemented thereby improving efficiency. Numerous outstanding IT projects were completed and new projects to move the business forward initiated.
Member of senior management team that turned around the company from major loss making situation to a successfully re-financed and growing operation.
The product development programme was taken over from the departing manager with the project having reached a “proof of concept” stage. The project was programme managed through to the live operation of new company processing some of the earliest electronic Top Up transactions in the mobile pre-pay marketplace.
Full management control was undertaken covering all aspects of contractor & permanent IT teams during the company's formation and transition. Tasks undertaken include Programme and Project Management, staff recruitment (replacement of contract staff with permanent), Cost control/restraint, process development/implementation, and passing of network provider quality assurance & testing regimes, network provider and supplier management. The introduction of project risk management procedures was also accomplished along with the revision and implementation of effective change control procedures.
The project involved the utilisation of APACS/40 and other credit card/banking protocols, along with integration of EFT authorisation software. A lead role in the development of responses to network provider statement of requirements was also undertaken. Pre-sales support for UK and European sales drive was also provided.
The assignment originated by the US parent company was to successfully “turn-around” a failing IT department in the UK/European operation. The UK/European operation had been created by putting together from two management-consulting groups which had been acquired by the US corporation which was a young professional services company specialising in the installation of customer relationship management systems e.g. Siebel.
The IT function had been under-resourced during the acquisition and consolidation stages and eventually additional resources were brought in to resolve the outstanding issues and move the department forward. As part of the assignment, staff appraisals were undertaken, procedure and process reviews completed, strengths and weaknesses identified. All outstanding issues within the various in-house projects were addressed. New communication channels between the IT team and the remainder of the company were established. The profile of the IT team as enhanced and professional standards were introduced.
The complexity of the situation was greatly enhanced by the diagnosis of ME for one of the key team members. The assignment concluded with the recruitment and installation of a permanent replacement.