Restructuring an acquired company for a global diagnostics company
The Situation
A French diagnostics company has acquired the Dutch subsidiary of an US Group.
A rationalization program has to be conducted between three sites in Holland, France and China – the closure of the Dutch factory was scheduled at the end of this rationalization program (in two to three years’ time).
A rationalization program has to be conducted between three sites in Holland, France and China – the closure of the Dutch factory was scheduled at the end of this rationalization program (in two to three years’ time).
The Solution
The client asked a WIL Group member to put in place a Dutch senior Interim Manager, mainly to:
Be the General Manager of the subsidiary and impulse a strong management to improve quality and productivity
Head the project team in charge of the technical rationalization
Prepare and negotiate the closure in medium term
Manage the various transfer operations
Be the General Manager of the subsidiary and impulse a strong management to improve quality and productivity
Head the project team in charge of the technical rationalization
Prepare and negotiate the closure in medium term
Manage the various transfer operations
The Result
Over 12 months, the first phase of the mission was conducted and the plan defined and negotiated.
Implementation could be managed during the second year.
Implementation could be managed during the second year.
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