Leadership Program for Interim Executives

The Fundamentals of Interim Management

The Fundamentals of Interim Management

101 – Introduction
102 – The View from 5,000 Feet: The New and Expanding Career Choice
103 – Negotiating Agreements & Getting Paid Handsomely
104 – How to Go to Market
105 – Findings

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Panelists

John Collard
John Collard Turnaround Exec

Interim CEO with 35 years in business and 45 transactions totaling $1 billion along with numerous operating roles.

Tony Evans
Tony Evans Interim CEO

Interim CEO with 18 years interim experience and $880M of value added to companies across Europe and the Middle East.

Dick Lindenmuth
Dick Lindenmuth Interim CEO

Interim CEO with 30+ years general management experience in domestic and international operations ranging from high-growth to distressed environments.

Scott Philips
Scott Philips Interim CEO

Interim CEO with 30+ years general management experience with over 200 companies and interim assignments with over 20 organizations.

David Neafus
David Neafus Interim CFO

Interim CFO with 20+ years CFO experience, managing all aspects of financial performance and HR for client companies.

101 – Introduction
102 – The View from 50,000 Feet: The New and Expanding Career Choice

  • What is interim management
  • Why interim is NOT consulting
  • Leadership traits of interims
  • The problematic employee mindset
  • Why choose a career as an interim
  • Benefits & challenges of interim management
  • Mechanics: length of assignments, travel, etc.
  • How interim has become popularized
  • Benefits to owners of hiring an interim v. full time executive

103 – Negotiating Agreements & Getting Paid Hansomely

  • How to set expectations with clients upfront and in a contract
  • How to determine deliverables and benchmarks/ways to measure success
  • Vital elements of a contract
  • How to protect yourself – you are not an employee and can be instantly dismissed
  • Best practices for negotiating a contract
  • Types of assignments to reject
  • How to structure payment: cash, equity, performance fees
  • Red flags to watch for in an equity deal

104 – How to Go to Market

  • 3 myths to marketing an interim
  • 6 lessons for market power
  • Spotting problems in a company and seeing opportunity
  • How to stop thinking like an employee
  • The key to effective positioning
  • How to delegate to make your time more efficient
  • Using advertising, content publishing, & social media to grow your business

104 – Findings

The Advanced Program for Interim Executives

The Advanced Program for Interim Executives

201 – Structuring Multiple, Parallel Assignments
202 – Entering Into Assignments as a Team
203 – Taking Assignments Around the World
204 – How PE Funds Utilize Interim Executives

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Panelists

Dick Lindenmuth
Dick Lindenmuth Interim CEO

30+ years general management experience in domestic and international operations ranging from high-growth to distressed environments

Scott Philips
Scott Philips Interim CEO

30+ years general management experience with over 200 companies and interim assignments with over 20 organizations

David Neafus
David Neafus Interim CFO

20+ years CFO experience, managing all aspects of financial performance and HR for client companies

Mona Pearl
Mona Pearl Interim COO

Involved in over 20 startups, lived on three continents and speaks 6 languages

Astrid Rapp
Astrid Rapp Interim CFO

20 years experience, interim assignments in 10+ companies throughout Europe and the US

Robert Hudzik
Robert Hudzik Interim COO

Managed multiple international post mergeracquisitions ranging from $20 million to $2.6 billion along with numerous operating roles.

Tony Evans
Tony Evans Interim CEO

18 years experience and $880M of value added to companies across Europe and the Middle East

Sanjay Dvwivedi
Sanjay Dvwivedi Interim CFO

Over the past four years served as CFO with six companies, five in India, one in the US

Mike Pfeffer
Mike Pfeffer Managing Director, Post Capital Partners

Family fund and private equity fund with hundreds of millions of dollars under management

Sean Roberts
Sean Roberts Vice President, Huron Capital Partners

Based in Detroit, Huron Capital Partners is a private equity fund that has raised over $1.1 billion since 1999.

Paul Pickard
Paul Pickard Managing Director, Stewart Capital Management

A family fund with a long-term focus and an ability to work with companies lacking a full management team

201 – Structuring Multiple, Parallel Assignments

  • The difference between interims who take serial vs. parallel assignments
  • When parallel assignments make sense
  • How to manage multiple assignments and break up your time
  • Ways to become more efficient by outsourcing tasks
  • The time to bring in additional staff and/or partner
202 – Entering Into Assignments as a Team
  • How to strengthen your positioning with a team
  • Who to bring on board to help expand your business
  • Tools for evaluating skillsets
  • Best practices for collaborating and working together on assignments
  • Why it is dangerous to view other interims as competition
  • How becoming a rainmaker can extend your capabilities
  • What metrics (assignments, revenue, etc.) justify a team
203 – Taking Assignments Around the World
  • What drives international demand for interim execs
  • How interim assignments vary from country to country
  • How to set expectations upfront with clients
  • Cultural variations you must be aware of before starting the gig
  • Ways interims can cross borders and create a global brand
  • The biggest misconception companies have expanding globally & how interims help
  • How to analyze if a company should expand globally
204 – How Private Equity Funds Utilize Interims
  • How private equity funds utilize interims
  • Earning an assignment with a PE fund as an unknown
  • Expectations from the fund when dealing with interims
  • Why use temporary executives
  • The use of interims in portfolio companies – stories from PE funds
  • Advice for interims in PE-led leadership roles
  • Staying “top of mind” when a need arises
Becoming an Interim Exec Specialty Breakout

Becoming an Interim Exec Specialty Breakout

301 – Interim CFO Specialty Breakout
302 – Interim CIO/CTO Specialty Breakout
303 – Turnaround Executive Specialty Breakout
304 – Interim Chief Sales Officer Specialty Breakout

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Panelists

Dominic Luzi
Dominic Luzi Interim CIO

Interim CIO expert in delivering business transformation solutions for small/medium enterprises and global enterprise

Tom Murray
Tom Murray Interim CIO

Interim CIO for organizations undergoing significant change due to business growth, merger & acquisition or company re-organization

John Matthesen
John Matthesen Interim CIO

Interim CIO with 21 years experience in high-tech, expert at taking companies from startup to global enterprises

John Collard
John Collard Turnaround

Interim CEO with 35 years in business and 45 transactions totaling $1 billion along with numerous operating roles.

Eric Kish
Eric Kish Turnaround

Interim CEO and turnaround executive, with expertise in private equity backed turnarounds in industries ranging from petrochemicals to software

Gary Brooks
Gary Brooks Turnaround

Interim COO to 27 under-performing manufacturers and distributors where he re-established a foundation of profitable growth

Philippe Lavie
Philippe Lavie Interim CSO

Interim CSO expert in helping B2B companies, $3M – $300M in revenue, change business behaviors to sell more effectively

Mark Palmer
Mark Palmer Interim CSO

Interim CEO and Chief Sales Officer with 40+ years experience focusing and restructuring technology companies

301 – Interim CFO Specialty Breakout

  • Decision makers for bringing in an Interim CFO
  • Process/checklist for first day on the assignment
  • Working with distressed companies as a CFO
  • Areas of the business to narrow in on
  • Presenting yourself to companies as Interim CFO

302 – Interim CIO/CTO Specialty Breakout

  • The major issues an interim CIO/CTO may be brought on to solve
  • Setting expecations up front to work with management
  • The essential qualities a CIO/CTO must possess
  • Methodologies or standard operating procedures for success

303 – Turnaround Executive Specialty Breakout

  • Turnaround and Chief Restructuring Officers working with management
  • The turnaround expert promise and deliverable
  • How to gain trust to find out where true problems stem from
  • Tools and strategies to employ to bring value
  • Determining which assignments to reject or avoid
  • Risk for turnaround and interim executives
  • Painting a vision for a company that needs help

304 – Interim Chief Sales Officer Specialty Breakout

  • The role of an Interim CSO in overall strategy
  • How to create measurable deliverables
  • How CSO and CMO roles separate
  • Tools and strategies to employ on day one
  • Best practices for setting expecations with the board and owners
  • How to gain trust and build a better sales function
  • Different ways to be compensated
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