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recognizing
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nterim mana
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el and very co
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that the org
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illing a critica
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rporate care
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are balancin
bout power,
agement
erim manage
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on. In this s
tice. Additio
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old. Accordin
ollowing cha
nt executive
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r with a track
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manager is
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very energe
ptable to new
r she does n
st but not lea
gage an inte
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management
al vacant rol
hen a compa
eer, I have ob
first 3-5 mon
ng their decis
prestige, re
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nt can be s
manager to m
situation, a
onally, there
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ng to the Int
aracteristics:
e or project m
k record of q
of adapting
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etic and are
w environme
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ast, they wal
erim manage
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needs to qui
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le, an urgent
any is facing
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sions with th
eputation, bu
he temporar
seen as the
manage a p
permanent
may be nobo
terim Manag
manager.
quantifiable a
g to new e
perienced, in
tional good i
, without tak
e used to w
ents and abs
what to do a
lk the talk. W
er:
by the busin
ickly handle
are not suffic
t need to br
a very serio
t often new s
r incorporati
he effects for
ut also polit
ry provision
short-term
period of tra
role may be
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gement Asso
achievement
environment
n most cases
n certain are
king care of i
work under
olutely resul
nd where th
With or for yo
ess owners,
a situation
cient or appr
ing in expert
us crisis.
sr. managers
ion. A furthe
r their caree
ical pressure
of manage
assignment
ansition, cris
e unnecessa
lly who is sui
ociation in th
t.
ts and deliv
s at sr. exec
eas, in other
internal polit
“electricity”
lts oriented.
he problem is
ou.
the board o
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tise to impro
s, do not take
er observatio
rs and positi
e from the b
ment
of a
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vering
cutive
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tics.
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s, but
or the
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ove a
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on, is
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board
2
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best s
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interim
The in
He is
focus
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cases,
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condit
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this tr
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rarely
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1.
2.
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rticular cases
solution to
ure. Or in th
m manager c
nterim CEO o
usually able
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ve got to def
professiona
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, people only
precious, be
rces given. T
ssignment o
ission, reque
tions and ca
greed on the
rust with loya
e seeing in
ate job” for
y a sparring p
is a comm
ultant and an
methodolog
however he
s,
much does it
opinion Inte
erall effectiv
native may be
charge-out r
. Supply an
Challenge
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the daily r
s, like a post
guarantee
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can be the pe
or executive
to identify t
ng his missio
ine objective
al Interim M
orbed the e
y read in bo
cause they
They are truly
of an execut
ests that the
auses for the
e road map w
alty and mea
my own ex
the CEO or
partner, as he
mon question
n Interim Ma
gy, analysis
will go for t
t cost an inte
erim Manag
veness and o
e leaving tha
rates vary en
nd demand d
es of the role
esponsibility
rate, except w
t-integration
the integrat
the M&A op
erfect battle
manager, wo
the SWOTS o
n. In milesto
es, build rela
Manager is a
xperience o
oks. Particul
have learned
y maximizer.
ive managem
e business ow
e mission. Th
with the clien
asurable resu
xperience, t
the Chairma
e has no poli
n in the air
anager. I wou
and recomm
the extra mi
erim manage
ers are "a sh
often, of spe
at role unocc
normously a
dynamics-
e - the tough
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where the sk
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tion of a n
peration is r
e horse.
orks like a w
of a situation
ones and eve
ationships, be
huge enrich
f many com
larly internat
d to respect
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ment consu
wner, the CE
he Interim M
nt, he should
ults.
that sometim
an. He becom
itical and po
r. What is t
uld say that
mendations.
ile. He will f
er?
hort-term co
eed, knowled
cupied and ri
and are great
er the challe
thout saying
kill set is rare
A operation,
ew division
un by a Priv
ell trained an
n within 72 h
ery day acco
ecome part o
hment for a
mpany lives a
tional exper
t the given c
ltant and th
O or the Boa
Manager, mu
d be able to s
mes the Int
mes very qu
wer driver b
the differen
Managemen
The Interim
focus on anc
ost for long-t
dge and why
isking the int
tly influence
enge - the hig
g, the more s
e and in dem
a top interim
or compan
ate Equity fi
nd experienc
hours and th
untable. In t
of the “cultu
company o
nd situation
ienced Inter
culture and
e successful
ard is fully tr
ust receive tr
start and go.
terim Manag
ickly a trust
ehind his eff
ce between
nt Consultant
m Manager is
choring, imp
term benefit
y not, corpo
tegrity of the
ed by:
gher the dail
senior the po
mand.
m manager i
ny, into a b
irm, an exec
ced marine.
hen start wit
the first five
ure”.
or a manage
ns, which in
rim Manager
to deal with
l developme
ransparent o
rust and onc
He will pay
ger is doing
person and
forts.
n a Manage
t does focus
s also able t
plementation
t". It's a que
orate politics
e business.
ly rate!
osition the h
is the
buyer
cutive
h the
days
ment
most
rs are
h the
ent in
n the
ce he
back
g the
non-
ment
s on a
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estion
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igher
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As a r
manag
€1500
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rate. F
The ‘1
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should
averag
Conclu
If Inte
Mana
flexibi
entrep
6-8 m
Track rec
remembe
responsib
Length of
contracts
rough guide
gement mat
0. However,
rn daily rates
e heard from
For example,
1%’ rule is no
ing to a clien
e rate you ar
have seeing
new arrivals
while the m
wing by 2-3%
ey to negotia
your services
ks mitigated.
are their rat
esses operat
e end it is abo
nment durat
ality interim
een two mo
d have fixed
ge 6-8 mont
usions:
erim Manag
gers have ch
ility, challen
preneurs. Al
onths into a
cord and ex
r clients are
ilities.
f assignmen
often get ex
professiona
ture countrie
there are so
s that top £2
m the general
, €100k salar
ot a bad exam
nt you must
re prepared t
that during
s of manage
arket has co
% yearly. Dep
ating your da
s provided, i
According t
es to what a
ting on their
out value, ris
tion
assignments
onths and a
d the situatio
hs.
gers are so
hosen interim
nges, and a
l my colleag
new role an
xperience -
looking for
nt - short a
xtended.
l Interim Ma
es like the N
ome rare opp
,000.
l rule of 1% o
ry works out
mple for Inte
be clear tha
to go.
the financia
ers, having
orrected or a
pending on t
aily rate is to
n either cost
o the Institu
a permanent
own accoun
sk, market, r
s can last fo
year. Person
on. In my ow
good, why
m managem
associated r
ues as myse
nd hopefully
the more
CV's with ke
assignments
anagers in W
Netherlands,
portunities f
of the equiv
to be €1,00
erim Manage
at the rate va
al crisis after
lost their jo
absorbed this
he sectors a
o focus on th
t savings, ret
ute of Interim
employee m
nt and are no
role complex
or any perio
nally I think
wn experien
are they n
ent as a pro
risks and re
lf, we like th
to be succes
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ey achievem
often pay
Western Euro
UK, German
for 'top-end'
alent annua
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ers to bear in
an vary betw
2009-2010,
obs and ope
s occurrence
nd regions.
he 'value' yo
turn on inves
m Manageme
might earn b
ot like emplo
xity and nego
d of time, b
k, after one
nce in averag
ot in perma
ofessional ca
ewards it o
he challenge.
ssfully fired.
your experie
ents and not
more, lucki
ope and in t
ny, typically
Executive In
l salary is ap
n mind, how
ween 0.7% -
the market
erating at “l
e and we see
u can deliver
stment, effic
ent, IM's are
ecause Inter
yees.
otiation.
but more usu
year the co
ge the assig
anent emplo
reer. They p
offers. They
. Like an acto
ence the be
t just a list o
ily enough
the more int
earn from €
nterim Mana
pplied to the
wever before
1.4%, so be
was over flo
low cost” p
e that the m
r to the com
ciencies prod
suggested n
rim Manager
ually it wou
ompany or c
gnments last
oyment? Int
prefer the va
y are passio
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etter,
of job
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terim
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agers
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clear
oated
rices.
arket
mpany
duced
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rs are
ld be
client,
ed in
terim
riety,
onate
every
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nelson
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Name:
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+ 20
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Langua
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25 countries
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n M Peña
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n.m.pena@i
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9 349 25 26
sapp, viber, t
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:
date:
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nelso
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Dipl.
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Business Scho
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German, Fren
0 years expe
ntinents.
o complex, c
national expe
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on.m.pena@i
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79 349 25 26
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NLP NLP Practi
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NELSON INTERNATIONAL_INTERIM MANAGEMENT ARTICLE_AUGUST 2018

  • 1. Why can an INT help y TERIM your c M man ompa nager any? 1
  • 2. The de Accord resour proven chang impos for, or Let’s b the in + + + + + + In sim manag gener Top I pressu Contra also to In wh The ne CEO, charac apply functi In my hurtin that S Very o and sh efinition of i ding to Wik rces and ski n heavyweig ge within an ssible to find r available to be more pra terim manag A top leve An expert A high lev A possess A percept results. Available mpler terms, gement leve alist, who is nterim Man ure. They are ary to a cons o solve them ich cases yo eed for inter recognizing cter, when t to quickly fi on or busine previous co ng decisions r. Managers often it is ab hareholders. nterim mana kipedia, Inte ills. Interim ght interim n organizatio d on short no o take up, the ctical and bo ger has the f el independe in their field el performer or of drive a tive individu immediately an interim el and very co used to perf nagers are v e highly adap sultant, he o m for you. Las u should eng rim managem that the org he existing m illing a critica ess unit or w rporate care within the f are balancin bout power, agement erim manage managemen executive m on. In this s tice. Additio e position in old. Accordin ollowing cha nt executive d. r with a track nd energy. ual capable y manager is ommon, very form at the h very energe ptable to new r she does n st but not lea gage an inte ment is often ganization n management al vacant rol hen a compa eer, I have ob first 3-5 mon ng their decis prestige, re ement is th nt can be s manager to m situation, a onally, there question. ng to the Int aracteristics: e or project m k record of q of adapting a highly exp y and except highest level etic and are w environme not tell you, w ast, they wal erim manage n identified needs to qui t resources a le, an urgent any is facing bserved that nths of their sions with th eputation, bu he temporar seen as the manage a p permanent may be nobo terim Manag manager. quantifiable a g to new e perienced, in tional good i , without tak e used to w ents and abs what to do a lk the talk. W er: by the busin ickly handle are not suffic t need to br a very serio t often new s r incorporati he effects for ut also polit ry provision short-term period of tra role may be ody internall gement Asso achievement environment n most cases n certain are king care of i work under olutely resul nd where th With or for yo ess owners, a situation cient or appr ing in expert us crisis. sr. managers ion. A furthe r their caree ical pressure of manage assignment ansition, cris e unnecessa lly who is sui ociation in th t. ts and deliv s at sr. exec eas, in other internal polit “electricity” lts oriented. he problem is ou. the board o of extraord ropriate. Thi tise to impro s, do not take er observatio rs and positi e from the b ment of a sis or ary or itable he UK vering cutive rs top tics. ” and s, but or the dinary s can ove a e any on, is ion. board 2
  • 3. In par best s struct interim The in He is focus they'v A top team. cases, very p resou The a the m condit has ag this tr I have “delic rarely There Consu given this, h result How m In my of ove altern Daily c 1. 2. 3. rticular cases solution to ure. Or in th m manager c nterim CEO o usually able on deliverin ve got to def professiona He has abs , people only precious, be rces given. T ssignment o ission, reque tions and ca greed on the rust with loya e seeing in ate job” for y a sparring p is a comm ultant and an methodolog however he s, much does it opinion Inte erall effectiv native may be charge-out r . Supply an Challenge Level of re the daily r s, like a post guarantee he case that can be the pe or executive to identify t ng his missio ine objective al Interim M orbed the e y read in bo cause they They are truly of an execut ests that the auses for the e road map w alty and mea my own ex the CEO or partner, as he mon question n Interim Ma gy, analysis will go for t t cost an inte erim Manag veness and o e leaving tha rates vary en nd demand d es of the role esponsibility rate, except w t-integration the integrat the M&A op erfect battle manager, wo the SWOTS o n. In milesto es, build rela Manager is a xperience o oks. Particul have learned y maximizer. ive managem e business ow e mission. Th with the clien asurable resu xperience, t the Chairma e has no poli n in the air anager. I wou and recomm the extra mi erim manage ers are "a sh often, of spe at role unocc normously a dynamics- e - the tough y - it goes wi where the sk after a M/A tion of a n peration is r e horse. orks like a w of a situation ones and eve ationships, be huge enrich f many com larly internat d to respect . ment consu wner, the CE he Interim M nt, he should ults. that sometim an. He becom itical and po r. What is t uld say that mendations. ile. He will f er? hort-term co eed, knowled cupied and ri and are great er the challe thout saying kill set is rare A operation, ew division un by a Priv ell trained an n within 72 h ery day acco ecome part o hment for a mpany lives a tional exper t the given c ltant and th O or the Boa Manager, mu d be able to s mes the Int mes very qu wer driver b the differen Managemen The Interim focus on anc ost for long-t dge and why isking the int tly influence enge - the hig g, the more s e and in dem a top interim or compan ate Equity fi nd experienc hours and th untable. In t of the “cultu company o nd situation ienced Inter culture and e successful ard is fully tr ust receive tr start and go. terim Manag ickly a trust ehind his eff ce between nt Consultant m Manager is choring, imp term benefit y not, corpo tegrity of the ed by: gher the dail senior the po mand. m manager i ny, into a b irm, an exec ced marine. hen start wit the first five ure”. or a manage ns, which in rim Manager to deal with l developme ransparent o rust and onc He will pay ger is doing person and forts. n a Manage t does focus s also able t plementation t". It's a que orate politics e business. ly rate! osition the h is the buyer cutive h the days ment most rs are h the ent in n the ce he back g the non- ment s on a to do n and estion . The igher 3
  • 4. 4. 5. As a r manag €1500 to ear I have rate. F The ‘1 speak on the I also with n Mean is grow The ke from y or risk compa busine At the Assign In rea betwe should averag Conclu If Inte Mana flexibi entrep 6-8 m Track rec remembe responsib Length of contracts rough guide gement mat 0. However, rn daily rates e heard from For example, 1%’ rule is no ing to a clien e rate you ar have seeing new arrivals while the m wing by 2-3% ey to negotia your services ks mitigated. are their rat esses operat e end it is abo nment durat ality interim een two mo d have fixed ge 6-8 mont usions: erim Manag gers have ch ility, challen preneurs. Al onths into a cord and ex r clients are ilities. f assignmen often get ex professiona ture countrie there are so s that top £2 m the general , €100k salar ot a bad exam nt you must re prepared t that during s of manage arket has co % yearly. Dep ating your da s provided, i According t es to what a ting on their out value, ris tion assignments onths and a d the situatio hs. gers are so hosen interim nges, and a l my colleag new role an xperience - looking for nt - short a xtended. l Interim Ma es like the N ome rare opp ,000. l rule of 1% o ry works out mple for Inte be clear tha to go. the financia ers, having orrected or a pending on t aily rate is to n either cost o the Institu a permanent own accoun sk, market, r s can last fo year. Person on. In my ow good, why m managem associated r ues as myse nd hopefully the more CV's with ke assignments anagers in W Netherlands, portunities f of the equiv to be €1,00 erim Manage at the rate va al crisis after lost their jo absorbed this he sectors a o focus on th t savings, ret ute of Interim employee m nt and are no role complex or any perio nally I think wn experien are they n ent as a pro risks and re lf, we like th to be succes successful y ey achievem often pay Western Euro UK, German for 'top-end' alent annua 0 per day. ers to bear in an vary betw 2009-2010, obs and ope s occurrence nd regions. he 'value' yo turn on inves m Manageme might earn b ot like emplo xity and nego d of time, b k, after one nce in averag ot in perma ofessional ca ewards it o he challenge. ssfully fired. your experie ents and not more, lucki ope and in t ny, typically Executive In l salary is ap n mind, how ween 0.7% - the market erating at “l e and we see u can deliver stment, effic ent, IM's are ecause Inter yees. otiation. but more usu year the co ge the assig anent emplo reer. They p offers. They . Like an acto ence the be t just a list o ily enough the more int earn from € nterim Mana pplied to the wever before 1.4%, so be was over flo low cost” p e that the m r to the com ciencies prod suggested n rim Manager ually it wou ompany or c gnments last oyment? Int prefer the va y are passio or, to jump e etter, of job short terim €800- agers daily even clear oated rices. arket mpany duced not to rs are ld be client, ed in terim riety, onate every 4
  • 5. The Ed Nelso over 2 His sp partic If you side. Nelso Switze nelson nelson +41 79 Whats Skype Surnam Name: Birth d Nation Reside Email: Phone Skype: Educat + 20 + 20 + 20 + 19 + 19 Acade + Le + Ex Langua Fluent ditor: n M Peña ha 25 countries pecialty is ju ular strength are interest n M Peña erland, Augu n.m.pena@i n@nelsonint 9 349 25 26 sapp, viber, t e: nelson.m.p me: : date: nalities: ence: e: : tion: 009-2012 001-2003 000-2001 997-1998 995-1994 mic Expertise ecturer at the xpert in highe ages: ly in English, G as almost 20 in all five co umping into h is his intern ted in talking ust 23rd . 2016 mc-consulta ternational.c telegram pena Peña Nels 15.1 Swit Luga nelso nelso +41 nelso DVN EX M Dipl. MSc MSc e: Business Scho r chartered ex German, Fren 0 years expe ntinents. o complex, c national expe g to me, I’m 6 ncy.com com a son M. 2.1960 zerland / Spa ano / Biel-Bien on.m.pena@i on@nelsonint 79 349 25 26 on.m.pena NLP NLP Practi MBA Business . Controller SI . Marketing M . Sales Manag ool Berne in M xaminations o ch, Italian and erience in ex change man erience and m more than in nne, Switzerla imc-consultan ternational.eu itioner / Mast School Lausa B / CA Gautin Management / gement / char Marketing, Lea of the Swiss Fe d Spanish. M xecutive inte nagement, p linguistic ski happy to su and ny.com u ter / Coach, Sw nne, Switzerla ng, Germany / chart., Switz rt., Switzerlan adership, Stra ederation other tongue rim manage ost-integrati lls. upport you a witzerland and zerland d tegy is Swiss Germ ement, work ion situation and to be at man-Spanish. ked in ns. A your 5
  • 6. Positio Manda Major Industr Autom Leasing Consum Financ Credit Autom Online Health Insura Postal Service CEP Service Logisti Play to Fashio Transp Indust Health Medica Device Financ Human Resour Service Busine ons and Funct ates: Mandates sin ry motive – g / mer ce Card motive - e hcare / nce es Postal es cs ools n port ry hcare al es ce IT n rces es ess Coach and tions: Interim Mana nce 1998 Task Developing A Switzerland Restructure of the comp Rebranding, internet plat with larger c the automot Integration o structure, bu positioning i Restructurin company, in to new MD Developing a reorganizati programs Assessing Sa Key Account Assessing Sa Support the Support the change proc Joint Ventur Develop dist Developmen Restructurin d Advisor to C agement I Sr B Automotive S offer, Busines any launch of an tform in Europ car dealers an tive world of a company usiness develo n the market ng and integra terim MD, int a leadership s on HRM divisi ales Force - Re t Managemen ales Force – Re President in a e National S cess re with a Chine tribution in Eu nt of market p ng of 3 compa EO’s, Preside Business Advis Situation of GE ss Plan and se automotive pe, cooperatio d stakeholder into buyer oping and ation of a new tegration and structure, ion, training ecruiting nt ecruiting a change proc Sales Director ese Producer, urope penetration nies nts, Business sor I Business E elling on rs in w coach cess r in a , Owners Coach Rolle Country Com Director Sales Director M Development CEO MD, Coach to HR Director Coach to CEO Recruiter / As Recruiter / As Business Coac Business Co Sales Director CEO CEO CEO mmercial Direc s & Marketing Marketing t o CEO O ssessor ssessor ch to Presiden oach to Nat r tor g and nt tional 6
  • 7. Busine Furthe countr + Swiss 2013. G Perma Com PSA Ade UBS Alli F. W ess Developm er to my acti ries: Angola, Ar America, C Kong, Hond Madagasca KSA Saudi Domingo, United Ara Financial TV – Geneva, Switz anent Position mpany A Peugeot – C ecco S anz Insurance Witschi Fils SA ment at IMC an vity as Busin rgentina, Aus Colombia, Chil duras, Hungar ar, México, M Arabia, Spain Tanzania, Ta b Emirates, U – Dukascopy zerland. ns Citroën e A nd NELSON IN ess advisor, tralia, Bangla e, Croatia SEE ry, India, Irela Mongolia, Nige n, Switzerland iwan, Thailan United Kingdom – Media Part Country Switzerland Switzerland Switzerland Switzerland Switzerland NTERNATIONA I have develo adesh, Belgiu E, Czech Repu and, Israel, Ita eria, Panamá, d, Singapore, nd, The Neth m, Uruguay, U tner for the T Indus Auto Huma Resou Bank Insur Watc AL Coaching & oped the pre m, Belize, Br ublic, France, ly, Jordan, Ke , Perú, Poland , South-Korea herlands, Tun USA, West Afr TV Program “L stry motive an urces ing ance ches & Advisory esence of IMC razil, Bulgaria Germany, Gh enya, Lebanon d, Portugal, P a, South Afric nisia, Turkey, ica, Vietnam, Lets Talk abou Rolle Sales and Director Portfolio Assistant Broker Clerck/M C in the follo a, Canada, Ce hana, Greece, n, Malta, Mau PR China, Rom ca, Slovenia, Uganda, Uk Zimbabwe. ut business”. d Marketing D Manager t Regional Dire Management A owing entral Hong ritius, mania, Santo raine, Since Director ector / Assistant 7
  • 8. 1998> Adviso Board Before in 199 and co Nelson For mo 2004-> IMC In IMC (in Peña, proprie profes becom Furthe IMC ha investm unique ory & Executiv Assignments e founding IM 8. See an ext ompetencies w n is offering th ore and detail > nternational a nternational w started his ca etorship firm sionals, with me a fast grow er it does supp as kept its co ment banking e in its market NELSON INTE www.nelson ve Interim Ma I Executive Se C Internation tract of some which are toda hese services d info, please v IMC Internat CEO & Presid Sparring Part www.imc-con as a company with Swiss roo areer as inter and in 2010, 16 associates wing and a tr port clients an nsulting soul g and corpora t positioning. ERNATIONAL international anagement I C earch al Consultanc mandates in ay core comp directly, or in visit our webs ional Consult ent / Executiv ner to CEO’s a nsultancy.com ots going back im manager a he launched in 10 countrie uly internatio nd investors in in aspects of ate consulting Coaching and .eu I a divisio Coaching & Sp cy, Nelson sta n the followin etencies of th cooperation w site. tancy S.L. ve Manageme and Managers m k to 1998 and and strategic the group in es and five onal business n restructurin restructuring g state of art d Advisory on of IMC Inte parring Partne rted his caree g pages. Alon his division. with IMC Intl. ent Advisor an s. HQ’s Spain. d as the funde advisor. In 20 itially as a net business lin advisory gro g and expans g and expansio has made of rnational Con ering I Success er as Executiv ng the path, h experts world nd Consultant, Madrid. er and global C 004 he found twork organiz nes. Over th up in M&A/C ion activities. on support. T IMC a very s nsultancy S.L sion Managem ve Interim Ma he developed dwide. , Business Coa CEO, Mr. Nels ded IMC as a zation of high he time IMC Corporate Fin . This combinat successful firm ment I nager d skills ach son M single h level C has nance. ion of m and 8
  • 9. Since 2 Manag investm assignm suppor busine interna projec Octobe create Group regulat we can Financ IMC ha compa five co banks, exchan Our 2010, IMC has gers with a ment deals w ments. In the rting them to ess into other ational task fo t managemen er 2015, IMC d with the BE has a backgr ted. Currently n offer investo cial Services pa as signed ove anies and rep ontinents. Wit Funds), with nges. IMC can Consultancy s s incorporated proven track with a value o e Consulting o be more pro r regions or g orces of exper nt profiles. has started th NELUX based round and tra y Belfort Grou ors tailored in ackage, which r two dozen s offices, suppo h an Investor h access to a cover a broa services and i d high level P k industrial re f over 15 Bio Division IMC ofitable and s globally, or to rienced interi he fundament Belfort Group ck record of 3 up does manag nvestment str h operates on strategic JV C orted by a net r Panel presen a total of ove d variety of in input to client rivate Equity ecord. Toget o. €, in all ove does restruc sustainable gr o enter new m managers, ts of what sho p a joint ventu 30 years expe ge and admin ructures. IMC client and inv ooperations a twork of busin nt worldwide er 40’000 inv nvestment sou ts and organi Professionals her, the tea er the word. C ture and fina rowing. For fi markets in g advisors with ould be the ne ure, combinin erience in fun nistrates over has further vestor side. and is operati ness associate (family offices vestors, top 2 urces and 360 zations: , Investment m has closed Combined wit ance the busi rms looking f general, IMC i h an executive ew IMC. For th ng forces and e d and asset m 30 Funds. Wit launched in ng through ow es in over 60 c s, investment 20 banks, ins 0 degree finan Bankers and d more than th ca 600 adv iness of its cl for expanding is able to pro e managemen his reason, IM experience. B management a th this cooper April 2016 a own organizat countries and and merchan urances and ncial solutions Asset n 250 visory lients, g their opose nt and MC has Belfort and is ration a new ion of all nt stock . 9
  • 10. Our Fin IMC is financi Our Fin Visit IM www.y http:// http:// IMC In Legal H Avenid 28224 phone fax: © 201 nancial Strate offering a wi ial strategies f Debt Refin Short Term Floating of PIPEs (Priva Recapitaliz Equity buy Project Fin Private Equ Provide Pa Debt & Wo Bank Guara M&A opera nancial Servic Projects an Strategic a Business p investors. Teaser or e Risk assess Start up ad Due diligen Board / Ma MBO’s and MC Intl. on Sw youtube.com/ /www.imc-co /www.imc-co nternational C HQs and Inter da de Europa, Pozuelo-Mad : +34 911 +34 913 5 6 IMC Intl. Al egies de range of fu for our clients ancing m & Long Term Bonds ate Investmen ations out ancing uity Funds ssive & Active orking Capital antees (BG) St ations ces nd deal assess nalysis and pr plan elaboratio executive sum sment using th dvisors and ma nce anagement Sp d LBO’s adviso wiss Financial T /user/IMCintl nsultancy.com nsultancy.com onsultancy, S national Dvisi 26 -2º drid (Spain) 845 901 511 858 ll Rights Reser unding source s as: m Loans. From nts in Public C e Equity From Instruments f tand by Letter ments, Comp roposals on according mmary of the b he most mode anagement, T parring and Co rs TV, Geneva m/en/ m/en/media-p .L ion rved es up from €1 m US $ 10 Mill Companies) US $ 10 Millio for expanding r of Credit (SB pany valuation to the highe business to be ern tools like M Turnaround ad oaching press 10 Mio., and + ion to US $ 1 on to US $ > B g business BLC) & Letter o n and Market est standards e presented to Montecarlo Si dvisors and m +Bio. developi Billion + Billion + of credit (LC) study required by o investors imulation. anagement ng the appro the most rig priate orous 10