Interim Turnaround Manager

I’m frequently asked to come in and support projects, clients and global business operations that are experiencing some form of service delivery difficulty. But when we look at any crisis situation within a business or any given project it would be very easy to overreact, to overcomplicate and/or extremely easy to over simplify what on earth is actually going wrong. However none of those outputs reflect my professional turnaround management style, because I’m very much a hands-on and hands-off realist with an exceptional track record who’s confident enough to make the right sort of calls to engender stability in an integrated and sustainable fashion.

Because I’ve spent a large part of my career in highly pressurised turnaround or recovery roles developing a breath of skills, I’m now able after 30 years experience to bring to each new assignment pragmatic, fast track solutions that not only win hearts and minds but also create a stable platform for the businesses or projects longer term future.

Traditionally my commitment to my clients on assignment of this nature is that I will hit the ground running and have corrective mechanisms, approaches, structures and effective reporting in place within 10 days of taking up my assignment. All I ever ask of my clients in support of my endeavours and any crisis or turnaround assignment is openness, receptivity and their unequivocal support to make the decisions that I need them to make.

Now in terms of my initial 10 day millstone, that isn’t to say that I will have solved all the businesses or projects systemic problems that had lead to the development of the crisis I’ve been brought into to solve or salvage. But it does mean to say that I’m light on froth and heavy on pragmatic commercial and service delivery acumen, which means that at an initial root cause analysis level, I will be able to communicate and implement more efficient service delivery protocols within that initial time frame.

A crisis doesn’t arise by chance within any given business or project function regardless of what anyone may postulate to the contrary, experience always dictates that I’m always brought in on interim turnaround management assignments when pure business acumen and operational sanity has somehow lost its way.

My service delivery guarantee as an interim turnaround or crisis manager is; to hit the ground running, driving effective solutions right across the board and to ensure as part of that dynamic change process that knowledge and business intelligence is enhance exponentially right across the business or project in support of greater efficiencies and smarter business thinking.

Crisis Management & Disaster Recovery Consultant

White Knight Business Services