Interim & Turnaround Management
When leadership capacity is missing or rapid stabilisation is needed. We step in, set priorities, and bring performance back under control.
We step into the leadership for an agreed period and drive the business towards a defined outcome. Typically three to twelve months.
We are not advisers, we work inside the management and own the results.
Accountability does not end at the proposal. It ends at the result.
From the field
end in successful stabilisation. In practice that means: restored control over leadership, priorities and cash flow, clear accountability, and a return to a sustainable operating rhythm.
average engagement length. Every engagement includes a handover plan. Transferring accountability and management rhythm typically takes two to four weeks.
at crisis interventions. We measure return conservatively – from documented impacts only: cost savings, cash flow stabilisation, loss reduction. This is not a guarantee; outcomes depend on the starting position and the scope of the mandate.
Figures are drawn from internal practice. We share our metric definitions and evaluation framework at the initial meeting.
When it fits
- A key position is vacant or overloaded
- Decision-making has slowed or the business has lost direction
- The company is facing a crisis or a major transition
- Control needs to be restored quickly and losses stopped
We are not a voice of advice — we step into the leadership and take accountability for results within an agreed scope. The goal is a business that works on its own. Not one that depends on us.
Typical situations where we help
- Business turnaround: Negative profit, loss of liquidity, loss of performance control, quality failures, regulatory risk.
- Growth and transition: Post-acquisition integration, entering new markets, change of strategy or business model.
- Vacant positions: CEO, CFO or COO cover during a successor search, departure, illness or temporary absence.
- Projects: Systems implementation, digitalisation, production efficiency, supply chain.
Structure, clarity, decisiveness. Exactly what we needed.
Finally – someone who hit the ground running. Thanks Ivana.
– CEO, manufacturing company
What we actually run
- We make decisions within an agreed mandate.
- We align people, priorities and resources.
- We manage cash flow and key commercial relationships.
- We negotiate with suppliers, banks and trade unions.
Turnaround management is interim under pressure — faster, more intense, but run to the same principles. And always with a handover plan.
Interim manager vs. consultant
A consultant recommends. An interim manager steps in, takes accountability, and delivers.
When an interim manager is the right call: departure of a key executive, crisis stabilisation, M&A leadership, pre-investment transformation.
When results are at risk, the business cannot afford to wait. We come in, take accountability, and leave when the leadership is back on solid ground and handed to your team. We never stay longer than necessary.
In a crisis, what you do next is what matters.
Change & Project Management
When the change exists on paper, but the project stalls and results fail to materialise. We drive delivery through to a working outcome — with an owner, a pace, and a fixed end point.
We step in where a project has been running for months without progress.
We stabilise the management, and drive the outcome through to live operation.
Results do not come from plans. They come from execution.
From our practice
with clear leadership meet their objectives.
Without dedicated leadership, only a fraction succeed. In practice, the difference shows most clearly in prioritisation, decision-making and the removal of blockers.
average delivery period.
From project stabilisation through to embedding the change in day-to-day operations
Od stabilizace projektu po zakotvení změny do běžného provozu.
Visible results within two to four weeks. Early wins build trust in the team and sustain the momentum of change.
Proven results across transformations, digitalisation and process change. We measure success by operational impact, not by tasks completed.
When we step in
- Change has been launched but has no impact on operations
- Project without clear leadership, three or more months behind
- Team is exhausted, losing direction and energy
- Resistance, confusion in communication, or quiet disengagement
- This is not about another analysis. We take over delivery and drive it through to operation.
Typical situations where we help
- Transformation: Digitalisation and new system implementation. Post-acquisition integration. New business model rollout.
- Operations: Process and quality improvement. Supply chain optimisation. Cultural change, including agile adoption.
- Strategy: Entering new markets. Launching new products or services. Regulatory compliance projects. Sustainability implementation.
People stopped leaving. They started getting involved.
Honestly, I didn’t see it coming. I knew we’d turned a corner when there was less grumbling in the changing room. Turnover started to fall, and the production manager could actually plan shifts again.
– HR Manager, manufacturing company
What our role involves
- We set priorities and remove blockers
- We stabilise decision-making and ensure clear communication
- We work through resistance and bring key people on board
- We coordinate across departments
- We deliver early wins to build confidence and sustain momentum
Goal: To embed the change so firmly that the business runs independently — without relying on external leadership.
We work progressively, not with a big-bang approach. Change is introduced in stages, with room to learn and adjust.
Change management vs. Project management
Project management runs the project. Change management runs the people. The best results come from combining both.
Prosci research: organisations that integrate both disciplines achieve up to three times higher project success rates.
If a project has been stalling or hitting the same obstacles -we can take over delivery.
We run the project so that leadership always has a clear view: timelines, risks, accountabilities.
B2B
mediation
When conflict slows decisions, blocks collaboration or puts reputation at risk.
We run mediation as a managed process that reduces risk and protects what holds the business together. Resolution does not arrive on its own. It has to be negotiated.
From the field
end in agreement.
This is not an HR intervention. It is a management tool that reduces legal risk and protects the company’s reputation.
typical resolution time.
Practical results across internal and external conflicts. No increase in headcount. No theoretical frameworks. Mediation and the protection of relationships, nothing more. (Actual duration depends on the number of parties and their preparedness).
A mediation clause in contracts and partnership agreements. Establishing mediation as the first step in resolving disputes before legal proceedings begin.
Practical results across internal and external conflicts. No increase in headcount. No theoretical frameworks. Mediation and the protection of relationships — nothing more.
When mediation is the right choice
- Tension between key people is blocking decisions
- Escalation to court or the departure of a key person is a real risk
- A conflict is threatening a business relationship the company depends on
- Both sides need to continue working together over the long term
- The business needs a resolution discreetly, behind closed doors
Mediation is not only about emotions. It is about managing risk and protecting what the business is built on.
Typical situations where we help
- Internal conflicts: Disputes within senior leadership or the board. Conflicts between shareholders. Divisions clashing. Succession issues in family businesses.
- External conflicts: Commercial disputes with suppliers or customers. Contractual disagreements with partners. Conflicts in joint ventures or shared projects. Contested exits from strategic relationships.
- Mediation clause: We help businesses include a mediation clause in their contracts. It establishes mediation as the first step in resolving any dispute -before either side reaches for lawyers.
Out-of-court resolution.
Our lawyers were recommending an out-of-court settlement, but through the innovation incubator we got a recommendation for Jakub and the option of mediation. For us, it was a great outcome — we didn’t have to take the client to court. We’ll definitely use this again.
Sales Director, IT company
How we run mediation
- Pre-mediation preparation: We gather information, agree the rules of process, and arrange a joint session with both parties.
- Structured dialogue: Both parties at the same table. We facilitate a structured conversation that moves both sides from their stated positions to their underlying interests — and towards a solution that works for both.
- Closing the agreement: We define the specific commitments. We prepare the written agreement. We arrange a follow-up to monitor compliance.
Mediation vs. Litigation
Mediation resolves disputes quickly and discreetly. Litigation is slow, expensive and the outcome is not yours to decide.
Where mediation adds most value: senior management contracts, commercial agreements with suppliers and customers, shareholder agreements, long-term strategic contracts.
If a conflict is escalating, or you are considering adding a mediation clause to your contracts, we can help.
When people cannot reach agreement, performance suffers. Let us resolve it – fairly and without fuss.
