Herne Consultants Limited: General Management and Interim Management


	General Management
Herne Consultants Ltd

PROFILE:
Under General Management we cover Consultancy at Managing Director and Board level, where you are looking for strategic input. We have particular expertise in trouble shooting, growth problems, reorganisation and integration. Our role can be advisory, however most of our work has historically been hands-on.
So although the majority of this work is done as Interim Manager, other possible scenarios include mentoring, or through direct support to the Board in a capacity similar to a non-executive Director.

Our speciality is cross-cultural (or multilingual) operations and as such we have worked for many existing or aspiring multi-national companies.

Philosophy:
To apply and implement strategic change we need the support from the higher echelons of your company, whether this be the Managing Director, CEO, parent company or board. We are quite prepared to spend the necessary time in this area to agree the strategy, and, rather than disappear off the scene, our workstyle means that we prefer to take the responsibility for or assisting you with the implementation.
Our preference is to work with your operational team as much as possible. Once the project is complete and we disappear off the scene your team will have to run the operation. It will be so much easier for them to do so effectively when they have been intimately involved in the changes.

Obviously this is not always appropriate or possible and, if required, we can provide all members of the team necessary to achieve the required strategic changes.

ACHIEVEMENTS

General Management of German Limited Company. Parent company French group. Successfully led turnaround and integration in the group. Reduced cost in purchasing by 12% within 1,5 years, streamlined processes and downsized company.;

German Limited Company. Restructured company successfully and developed new business strategy for repositioning of the company. Implemented profit center system as well as new cost center accounting;

The client had bought itself a niche in the European market by acquiring a number of “local” companies: 8 different locations in 5 different countries, dealing in 3 different languages.. Despite a number of efforts, integration and identification with the corporate regime was very limited. We introduced a major business reengineering process within this European division, which developed a culture of continuous improvement and provided a corporate identity, changing organisational behaviours and values. This involved training and coaching (mentoring) of large numbers of staff at all levels of the company. Dealing with communications issues relating to this large scale multi site change programme from European Board level through to shop floor. Actual measurable savings as a result of this programme exceeded 20M Euro over the first twelve months, 30M Euro annually in subsequent years;

General Management of German Limited Company. Parent company major French multinational. Successfully led turnaround, reduced base costs by 30%, built strategic alliances with partners in other industries and implemented new sales strategy;

General Management of UK Limited Company. Parent company major Australian Communications multinational. Successfully reorganised Business structure and staffing, increasing sales from Ł6M to Ł9.5M in consecutive financial years.

German subsidiary of major UK based Insurance company: Initially this programme was focused on coping with the unprecedented growth of the operation and managing the business change associated with this. Having completed this process a change of Board level policy resulted in the proposed closure of an expensive growing operation. Having convinced the Board to sell the operation rather than close it, the company was sold to a German subsidiary of an American insurer and the final 8 months was spent preparing the company for seamless integration with the new parent company.

Successfully completed the administrative and operational integration of acquired companies.

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Interim Management

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Company Strategy

Multicultural Management

	General Management of German Limited Company. Parent company French group. Successfully led turnaround and integration in the group. Reduced cost in purchasing by 12% within 1,5 years, streamlined processes and downsized company.;
	German Limited Company. Restructured company successfully and developed new business strategy for repositioning of the company. Implemented profit center system as well as new cost center accounting;
	The client had bought itself a niche in the European market by acquiring a number of “local” companies: 8 different locations in 5 different countries, dealing in 3 different languages.. Despite a number of efforts, integration and identification with the corporate regime was very limited. We introduced a major business reengineering process within this European division, which developed a culture of continuous improvement and provided a corporate identity, changing organisational behaviours and values. This involved training and coaching (mentoring) of large numbers of staff at all levels of the company. Dealing with communications issues relating to this large scale multi site change programme from European Board level through to shop floor. Actual measurable savings as a result of this programme exceeded 20M Euro over the first twelve months, 30M Euro annually in subsequent years;
	General Management of German Limited Company. Parent company major French multinational. Successfully led turnaround, reduced base costs by 30%, built strategic alliances with partners in other industries and implemented new sales strategy;
	General Management of UK Limited Company. Parent company major Australian Communications multinational. Successfully reorganised Business structure and staffing, increasing sales from Ł6M to Ł9.5M in consecutive financial years.
	German subsidiary of major UK based Insurance company: Initially this programme was focused on coping with the unprecedented growth of the operation and managing the business change associated with this. Having completed this process a change of Board level policy resulted in the proposed closure of an expensive growing operation. Having convinced the Board to sell the operation rather than close it, the company was sold to a German subsidiary of an American insurer and the final 8 months was spent preparing the company for seamless integration with the new parent company.
	Successfully completed the administrative and operational integration of acquired companies.