Member / William Mince

William Mince

Interim CEO, COO, Turnaround

William-Mince (1)

Bill is an experienced public company executive who has successfully grown organizations through organic development of new product lines and acquisition of both public and private entities. He has been on the due diligence and integration team for over twenty-five acquisitions. He is a results driven leader with significant operational and margin improving successes.

He recently worked with the executive team at LiveLeaf Bioscience as the interim COO. He helped them recast the business to provide core technology licensing and private label manufacturing. Additionally, he identified a low cost manufacturing source and implemented a monthly sales and operations planning process. He collaborated with the CFO to develop a focused business plan to raise the final investment round needed to reach profitability.

He most recently left Natus Medical (Nasdaq: BABY) after ten years as an Officer with responsibility for North American Operations. He was recruited to help restore profitability, add operational structure and assist in the growth from $27MM to $360MM. He was responsible for the operational due diligence and integration of fifteen acquisitions ranging in size from $2MM to $95MM. He led the other Officer team to define the worldwide integration strategy and timing for each acquisition in order to meet the accretive integration goals. He also directly managed five North American subsidiaries ($160MM). He has previous leadership experience with Nellcor, Square D Company and 3M.

Key Skills

• Managing multiple divisions both domestic and international
• Assessment of operations to define upside opportunities
• Acquisition due diligence and post close integration
• Senior management team building
• Implementing corporate-wide culture change
• Developing program and product development systems and teams

He has been awarded thirteen patents in the digital media, software and medical device fields. He is soon to publish his first management book titled “Up from the Crowd: Lessons to Help Managers Become Effective Leaders”.


Company Stage Focus: Late Stage Venture Funded, Private Equity Backed, Turnaround/Distressed, Public, Fortune 500, Fortune 1000, Private, Family Owned

Refocus of Startup Company

Worked with the executive team to recast the business to focus on core technology licensing and private label manufacturing

International Integration

Integration of a company acquisition in Buenos Aires, AR. Responsible for coordinating all functional integration activities and developed a six month plan for transition.

Turnaround, Medical Device Company

Led turn around of a $7M public medical device company and sale to another public company.


• Grew a public company from $27MM to $360MM through fifteen acquisitions in eight years.
• Built a Maquiladora manufacturing company in Mexico on a green field site including design/construction, business entity formation, import/export and hiring of all employees both U.S. and local.
• Reduced cost of goods from 45.4% 36.4% over five years.
• Led turn around of a $7MM public medical device company and sale to another public company.
• Led the integration of a $95MM divsion from one public company to another.


• BSBA, University of Redlands
• MBA, National University
• ISO Lead Auditor, BSI Program
• BOD Training, Stanford University

Years Executive Experience: (25)
Years as an Interim Exec: (8)
Company Size: ($1M-$500M)

• Building a Management Team
• Contract Negotiation
• Corporate Development
• International Business
• Joint Ventures
• Acquisition Integration
• Company Sale
• Operations: Cost
• Offshore Development
• Outsourcing
• Planning / Modeling / Execution
• Process Improvement
• Crisis Management

• Biotechnology
• Computer Hardware/Backbone
• Digital Media
• Healthcare
• Life Sciences
• Management Consulting
• Manufacturing
• New Product Development
• Turnaround



Why Project Management Fails and 10 Ways a CEO Can Fix It

Why Project Management Fails and 10 Ways a CEO Can Fix It

Despite a plethora of project management software tools and project management certification programs and project management training, protocols and methodologies, there is not always project management success. Schedules slip, costs balloon, plans derail.

Cynical observers of the project management process suggest these stages of a project:

  • Euphoria
  • Disillusionment
  • Panic
  • Search for the guilty
  • Punishment of the innocent
  • Reward for the non-participants

Or so says William (Bill) Mince, InterimExecs RED Team member and Chief Operating Officer at iMedrix, the California-based maker of a mobile clinical-grade ECG device that connects to remote physicians in real time. Since his first job at 3M in the 70s, Mince has built a career focused on project management.

His passion is trying to improve the project management process across organizations. He’s even writing a book about it. Project Leadership: An Executive Handbook for Project Management Success is to be published in the fall of 2021.

He offers these 10 steps CEOs can take to help ensure the success of project management in their organizations.

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How Company Owners Can Still Win in the Current M&A Market

How Company Owners Can Still Win in the Current M&A Market

The COVID-19 pandemic and global economic lockdown has seen merger and acquisition (M&A) activity plummet. From $3.9 trillion in global takeovers in 2019, announced deals plunged 51% in the first quarter in the US according to Refinitiv. Uncertainties in the business and capital markets have led to buyers delaying or cutting back on their acquisition plans. But with crisis comes opportunity. Those able to navigate the new risk landscape may find compelling deals on the other side of the pandemic. Now more than ever, expert help with strategic planning, modelling out “what if” scenarios when the world frees up from lockdown, and preparing better for post-acquisition merger integration can help owners succeed in acquiring or being acquired.

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RED Team Members Publish Book On Interim Leadership

RED Team Members Publish Book On Interim Leadership

Congratulations to InterimExecs RED Team members Damon Neth, Bill Mince, and Jim Treleaven on the publishing of their new book, X-Formation. Damon, Bill and Jim made a conversation we had a few years back into a reality, combining their expertise to create the comprehensive book on the unique makeup of interim leaders and how they transform companies and bring incredible results to organizations worldwide.

The InterimExecs team added insights on finding, assessing, and engaging interim executives, drawing from years of matching companies with interim leadership. Check out X-Formation on Amazon here:!

Landing Page_Interim COO

Take Your Company to Operational Excellence with an Interim COO

An interim Chief Operating Officer (COO) is an executive change agent who helps companies execute on business strategies focusing straightaway on aligning resources, people, and assets to get that mission accomplished. The priority list of an interim chief operating officer depends on the individual company stage and circumstances. No matter the stage, an Interim COO is ready to hit the ground running.

An Interim COO will improve all areas of the business from operations to finance, marketing, product development and technology.

As organizations evolve, they are likely to undergo significant challenges or become more complex. When these corporate changes occur, organizations can sink or swim.

An interim COO role can be custom-fit to address the unique issues an organization wants to solve. One size doesn’t fit all.

Some companies need an outsourced COO with a strong financial acumen, while others onboard a part-time COO to support the CEO on big strategic initiatives, improving communication and moving the company forward in a positive direction. More and more organizations bring in an interim COO to collaborate across departments from product development to technology.

InterimExecs is home to top interim executives around the globe. If you are reaching for operational excellence and results, we can connect you with an Interim COO to make sure your organization runs at peak performance.

An Interim COO brings a fresh, unbiased review of the factors driving operational results. The client and their customers can expect immediate improvement in delivery, quality and cost while they search for the permanent person for the position.

-William Mince, Interim Chief Operating Officer

Let an Interim COO Make Your Vision a Reality

Bring in a Change Agent

To stay relevant your company must go through points of transformation and reinvention. It’s not optional. Whether the company is underperforming and needs big changes fast, or is faced with launching a new product, service or organizational improvement, an Interim Chief Operating Officer can lead the charge.

CEO and COO Partnership

An Interim COO supports the CEO, by cultivating a great working relationship that is grounded in trust. An interim or fractional COO simultaneously manages a high volume of operational responsibilities while working closely with the CEO on strategic initiatives. A great Chief Operating Officer complements the CEO’s experience and knowledge base and can serve as a partner to them. They naturally connect with people — from staff to partners, to vendors, and stakeholders – guiding people toward the vision of the CEO and board.

Implement Best Practices

A team that’s been together a long time can be cohesive, but can also suffer from groupthink. Injecting an expert interim COO can be vitally important in upgrading the team’s capabilities, creating greater efficiencies, injecting new ideas into the organization and bringing everyone up to a higher standard of best practices. An interim or fractional COO sets goals to boost performance and company growth, leading areas from IT to marketing, sales, and finance. Fostering the growth of other team members and preparing and mentoring leaders within the organization is also a focus to ensure operations run smoothly long after the interim exits.

Expand Your Global Footprint

A veteran Interim Chief Operating Officer can head up global expansion which comes with an array of challenges from cultural differences, new channels, and expanded partnerships, to integrating operations, and better lines of communication for global expansion to be a success. Some organizations might be challenged with moving production of operations to a new country, looking to an operations executive to lead the charge in setting up a new manufacturing facility or other type of operation. Others might look to an Interim COO to support expansion activities, investments, acquisitions, or other global partnerships.

System & Process Improvement

An Interim COO can plan and implement large-scale operational improvements, designing strategies, plans, and procedures and setting goals to boost performance and company growth. They quickly assess where an organization’s strengths and weaknesses lie looking across operations, company culture, internal communications, business processes, and project management, while quickly mending any holes.

Program Management Office (PMO)

An interim or outsourced COO can optimize or set up the Program Management Office (PMO). A COO will first assess an organization, making sure standards are in place to run projects, and ensuring programs are in alignment with business goals, requirements, and compliance. With a broad, yet intimate view of departmental functions a COO can increase program effectiveness and efficiency.

Business & Process Outsourcing (BPO) & Vendor Management

An interim COO oversees vendors, partners, and business process outsourcing (BPO), while ensuring contracted third-party service providers and vendor partnerships are beneficial to operations. The Interim COO utilizes data and metrics to make decisions about the most efficient way to run the organization and how outside resources across human resources, accounting, information technology can best be leveraged.

Supply Chain Management

When a wide array of processes are in motion an Interim COO can ensure an organization runs efficiently and profitability. From updating product and software development to compliance and safety on the manufacturing floor, to automation and increased productivity, an Interim COO can transform an organization.

Governance and Internal Controls

As organizations expand or transform, it is crucial to reevaluate internal controls to continue to protect assets, avoid fraud, and optimize operational efficiency. An Interim COO can develop sustainable methods for internal governance controls throughout the broader organization. From the development of products or services to day-to-day staff activities, an interim COO ensures policies and reporting are held to the highest standards.