That’s not entirely wrong, because he usually comes in when things are on fire. A CEO has been dismissed, crises arise, restructuring has to be organized. But the image of the firefighter also falls short. Because while the firefighter leaves when nothing is glowing and smouldering any more, interim managers also take over the reconstruction. They are therefore architects and a bit of builders.
That’s why it’s often the first few days or even the first few hours of such an engagement that make the difference between success and failure. When I’m asked, I first ask myself two questions: Do I understand the business and the industry in question? And what added value can I create if I take on the project?
It must be possible for me to familiarize myself with the project at short notice, with support if necessary. That’s why I need to quickly get to know the company’s key players and stakeholders and understand what they need to get back on track.
With my 20 years of experience in the restructuring sector, I am able to recognize and identify the key levers. This is mainly achieved through personal exchange, especially with people one level below management. I always try to visit as many locations and departments as possible at least once. This allows me to gain trust and get from 0 to 100 km/h quickly. It’s the only way to get the necessary feedback loops in the following months to show me whether I’m on the right track. And it’s the only way I can complete the projects within the targeted timeframe.
As a successful interim CEO, you often get enough offers to stay on board after all. Even if this is flattering, I have to decline in such cases. An architect can’t move into every one of his houses, even if he likes them all.
Andreas Zumegen
Management consultancy
Flesche 53c
3920 Zermatt | Switzerland
