Tibnor is a company going through a period of change. An exciting change journey in the steel industry, which involves a need for enhanced digital and system expertise. When a key person in the department left, the newly appointed chief financial officer quickly realised the extent of the short-term needs, which coincided with the preparation of the annual accounts. The rescue was an interim finance manager with SAP experience.
On Thursday August 31st we held our annual boat trip on Oslo Fjord for clients, interim managers and partners. The weather gods were less than obliging for the first part of the trip, but all the other ingredients for a great night on the fjord were in place!
When the time between new emails in the inbox becomes steadily longer, Nils Agnar Brunborg knows that his job in a company has been completed. This means that decisions are being made much further down in the organisation and that he is about to become obsolete. Just the way he wants it.
Lemminkäinen Norge is one of the country's leading suppliers of asphalt, crushed stone, gravel and civil engineering services. When managing director Jan Øyri needed to find a manager to improve the profitability of one of the company's departments, he definitely looked for someone who had "turned stones" before - but he was not fussed about knowledge of the industry.
An ex-athlete, two business leaders, a top sports coach and a professor will come together to form a relay team with a common goal: to share experiences and insights for the benefit and inspiration of managers on Interim Day 2017. Who has the fastest leg of the race? The smoothest change-over? The best organised race?
The accounting firm was struggling to make its mark in an industry in upheaval, and needed a business developer to implement forward-looking measures for the company. From the pile of applicants, one candidate stood out by virtue of his sincere desire to make a big difference to a small firm.
ABAX is a growth company that operates at an extremely high speed and, apparently, has its own success-oriented GPS to navigate businesses. But even in a distinctly digital company like ABAX, the most important components of all are analogue: the people who work there.
Everything indicates that the future of employment will include more senior citizens in gainful employment than now, with those over 50-55 currently struggling to find work. There will also be far more freelancers or "ad-hoc employees" than today. Flexibility will also be a key word – whether we like it or not!
As a former officer in the Norwegian Armed Forces, Tor Hylin has broad experience. This spans military management and strategic crisis management in Afghanistan to the international, political climate at the NATO HQ in Brussels. An experience base that he has made great use of as an interim manager.
As Director of Sales and Marketing Training in pharmaceutical company Takeda Pharmaceuticals, Kari Salvesen Mørk had a busy schedule with much of her time spent travelling. When the company decided to move her post to Zurich, Kari decided to step down. An exciting opportunity as interim manager in the same sector became the springboard for a permanent position as sales and marketing manager at Unilabs.
Construction company Brunbjørn has grown rapidly since its inception just three years ago. From NOK 5.7 million in its first year of operations to NOK 50 million in 2015. When the company experienced an immediate need to increase its project management capacity, interim management was a natural choice.
When the management of Selecta hired in Lars Furu as interim manager, his task was to change the company’s financial situation. Nine months later, a great deal has already been done, and Furu is now permanently employed as CEO of the company, which is one of Europe’s leaders in coffee solutions.
In today’s business where change is the norm, an organisation with a loose structure may be the best idea. Tor Peter Barfod is just finishing off a three-month project where he was made redundant by the changes that took place. “That’s a good argument for hiring temporary managers,” says Barfod, who has already accepted a new position in another company.
NEO Monitors is an exciting Norwegian technology company that supplies laser-based gas and dust monitors to large industrial companies. Under the leadership of Ketil Gorm Paulsen, the company has seen a growth in turnover from NOK 70 million to NOK 140 million in the past five years, with a growth of 30% in 2014. In order to ensure quality in a high growth phase, they hired an interim manager.
Many businesses sooner or later arrive at a situation where a manager is needed quickly – more quickly than traditional recruitment will allow. But how do you solve it?
Surveys in Germany show that on average companies that have used interim managers get 5 euro back for every euro an interim manager has cost them. This was one of the conclusions of the seminar that InterimLeder organised for its interim managers on Friday 6 November.
The CEO of Oslofjord Convention Center, Stian Fuglset, has some big, hairy audacious goals for the company. This conference hotel is to become the biggest in Europe and sales are to more than double. To formulate the strategy, he brought in an interim manager. And it proved to be a profitable investment.
Jon Erling Tenvik has been in management for more than three decades. In the 1980s he served as an officer in the Norwegian Navy on frigates and patrol boats. He is now changing course as an interim manager. "There is still plenty of work to do in order to communicate the benefits of interim management, Tenvik says.
Caverion had no tradition of using interim management but when the need for a temporary manager arose, the CEO, Knut Gaaserud, decided to give it a try. The experience was positive for the company and they are now considering hiring more interim managers.
We are currently in a situation that is challenging to many companies. The future looks more uncertain than we have been accustomed to and it is far from easy to predict where the road ahead will take us. What do you do when you either have to downscale or when you are uncertain about hiring someone new? Perhaps it is time to hire an Interim Manager?
With more than 30 years of experience as a manager for a number of companies, Per Nygaard has managed many organisations through challenging restructuring processes. One of the things he has learned how to do is to quickly read the organisation, which he believes to be a major strength for managers wishing to generate results in a short time.
Hiddn is an exciting Norwegian technology company specialising in mobile device encryption. When the company's CEO, Gudmundur Einarsson, wanted to accelerate sales the choice was to go for an Interim Manager.
Rolf Henrik Svendsen will start working as a senior consultant for InterimLeder with effect from May 2015. Mr. Svendsen has over 25 years of international management experience with large, global companies. His main area of expertise has been sales management and he has worked as a consultant and a service provider, in addition to spending many years in the software industry.
The new CEO of Widerøe, Stein Nilsen, has managed some of Norway's largest organisations. He believes that small and medium-sized companies have few good interim management alternatives available when they require an experienced manager at short notice.
Management for hire and interim management are terms that often used interchangeably. What are the actual differences?
"We often hear about how interim management is a valuable tool to keep in your toolbox. After an interim manager has been with a company for a while the client frequently responds: "I cannot believe we didn't think of this sooner!". Our new blog will allow us get our message across to even more people," says Vegard Rooth, CEO of InterimLeder.
Interim Manager Bjørn Gunnar Aase wants to disprove a couple of management myths: That it takes a long time to get an experienced manager in place and that using interim management means incurring additional costs.
There are exciting developments ahead at InterimLeder AS and the use of interim management looks set to increase strongly in the coming years. For this reason the Board of Directors has chosen to employ a new, dynamic and experienced manager as its CEO. Vegard Rooth will take over the role from 1 January 2015.
As a child, Hellek Bråthen dreamt of becoming a fighter pilot. He grew up to become a business economist and gets his adrenaline rush by working as an interim manager. He has just completed a successful project as an interim CFO with SF Kino and is looking forward to enjoying a few days in the mountains.
During a reorganisation at Amesto Accounthouse, a need arose to cover the role of a middle manager until a permanent solution was in place. InterimLeder provided a very well-qualified interim manager in just a few days. One year later, she has become Managing Director of the Norwegian part of the business.
When Inge Flaten was 13 years old, he decided he wanted to be a social economist. His interest in technology and people later resulted in various management positions in the sector. Today he has been hired as the interim CEO of Aptomar, an exciting entrepreneurial company that provides the technology to detect oil spills at sea.
On Thursday 23 October we held a breakfast meeting on Exit Planning. Here we presented our new and unique concept for the sale of companies, which was warmly received by the participants.
After he initially contacted InterimLeder it just took one week before Ramond Johansen was sitting on a flight to Svalbard. His destination was Store Norske (a coal mining company), where he was going to take on an interim management role in respect of a project relating to the construction of the new Lunckefjell Mine.
Last week Managing Director Sverre Holen was able to stroll just a few hundred metres in the August sunshine to Rådhusbrygge no. 2 where the MS Kustos was waiting to set sail on the annual boat trip for interim managers. Because after 14 years in Skullerud, InterimLeder has now moved into the centre of Oslo.
What do you do when a manager with unusual specialist expertise hands in his notice just before the summer holidays? One of the Board members of Polarn O. Pyret Norge resorted to what he believed was the best tool for dealing with emergency situations, in other words, interim management. So not only did he manage to save the holidays, he also saved the company's operations.
What does it mean for a company to appoint an interim manager? Is there a high cost that exceeds that which would arise if the position were a permanent one? Or is it an investment that gives value for money? These are legitimate questions that many are asking. We've looked a bit at the numbers and the answers might well surprise you
“It’s OK to climb a rock face when the top rope is hanging there. That’s a luxury you don’t often have as an interim manager. But that’s what makes it all so exciting”, says Sigbjørn Modalsli, M.Sc. He has recently “climbed a rock face without a rope”, as interim leader of a major logistics company.
SF Kino is a company that is in the news. Recently, Ivar Halstvedt, the company’s CEO launched plans to build Oslo's largest cinema complex with its own IMAX auditorium. But mergers and acquisitions make their demands, and having used consultants without any particular success, he hired in an interim manager.
InterimLeder's newly developed and unique concept for change of ownership has now completed its first pilot. InterimLeder will now forcefully bring this to market for business owners who are considering selling their businesses and who want an optimum sales value.
An autumn evening in 2013 when Bertil Andersson was googling around, InterimLeder popped onto the screen. A couple of clicks later, he was registered in the database along with more than 1,400 interim managers, and only a few weeks later, the experienced pharma man took on the task of managing Thermo Fisher's largest international team.
Being responsible for ensuring that the new Lunckefjell mine on Svalbard is ready for operation in March 2015 means being capable of handling numerous challenges. But what do you do when three of the most important people in the project resign, all at the same time?
"You cannot brood if you want to succeed as an interim manager," says Liv Hukset Wang. On the Friday before Christmas she turned up for an interview at 9 o'clock in the morning. Eight hours later she had been appointed interim manager at Human-Etisk Forbund (the Norwegian Humanist Association). Things move quickly on both sides of the table when there is an urgent need for management.
When the consultancy Steenberg & Plahte AS wanted to build a stronger sales culture without hiring a permanent salesperson, they chose to use interim management. "It is without doubt the most flexible alternative to permanent employment or consultancy," says partner and co-owner Erik Steenberg.
You will experience many challenging situations as a HR manager. What do you do when the financial director goes on long-term sick leave in the middle of the annual report process? What do you do when a manager disappears overnight or the marketing manager is suddenly no longer there?
Rune Østerhaug has been a senior manager since the year teletext was launched and has had an exciting career from the gold rush in the PC industry in the 80s until taking time out to think in 2012. The result of this was that he became an interim manager, a decision about which he has no regrets.
This is a question we are often asked. The answer is: "Sooner than you think!" Someone who recently had the chance to experience this is the CEO of IV Group, Arnaud Houllemare.
On 15 October InterimLeder participated as an exhibitor at Norwegian Investment Forum, the largest venture conference in Norway to present our concept to venture companies.
With founder and investor Stig Herbern on board as the new chairman, InterimLeder has put together a robust board structure.
Vegard Rooth is a competitive person "to the bone". The previous Norwegian relay record, which stood until last year, testifies of his background as an elite athlete. Now the track has been replaced by the boardroom but his views of management being a team sport remain unchanged.
As Senior Vice President of Human Resources at the construction company Oras AS, Sigurd Gangnæs is responsible for 900 employees in Norway. In an industry characterised by time pressure there is added security in having interim management as one of the options in the HR toolbox.
Former CEO of Posten, Kaare Frydenberg, has worked as a manager for 36 years and has been involved in the hiring of numerous interim managers. When an urgent management need arises, there is no doubt in his mind that interim management is the best solution.
It was a beautiful spring day in 2011 when Gisle Bakken received an exciting telephone call from a large Chinese telecommunications company that required his help. This would turn out to be the start of an interim management existence which gave him a taste for more.
When the bank's IT director went on long-term sick leave, the recently employed Chief Legal Officer Eivind Sverdrup had to quickly consider the options.
50,000 family-owned businesses will change owners over the next 10 years. In this video, Sverre Holen from InterimLeder explains how this can be done.
Aksel Kverneland has found his career path as an interim manager. After twelve years he can look back on sixteen completed assignments. The majority of his time is currently spent on capacity expansions at Q-Meieriene.
Øyvind Trønsdal (56) has carried out several assignments for InterimLeder AS and, following a long career in management, he has found his "dream existence" as an interim manager.
InterimLeder AS is a co-founder and member of Nordic Interim Partners (NIP) which consists of the leading interim management companies in Sweden, Denmark and Norway.
When the board of directors of Trenor Dører AS required a new assistant general manager, they got in touch with InterimLeder AS and were quickly joined by the interim manager Jan Samuelsson (pictured). He soon took over as the CEO and did an incredible job before moving on to the next assignment. Read board member Frithjof Plahte's testimonial here.
Over the next ten years Norwegian SME companies will experience 50,000 changes of ownership. Change of ownership is a very important process and it is often a "life's work" that is coming to an end How can this be done in a way which maximises profits whilst providing tax advantages and also being legally correct?
Being an interim manager is a special job. You will enter a new business with which you are unfamiliar. The customer has high expectations and you must be operational from day one - literally. How to succeed in such a situation? Here you can find 10 crucial things that an interim manager must do in order to succeed. The advice has been compiled by one of our experienced interim managers, Ulf Deinoff.