The Positions

TOP MANAGEMENT

CHIEF EXECUTIVE MANAGER
GENERAL MANAGER
DIRECTOR OF DIVISION
MENTOR IN BUSINESS INHERITANCE

COMMERCIAL AREA

COMMERCIAL DIRECTOR
SALES DIRECTOR
EXPORT MANAGER
MARKETING DIRECTOR
DIRECTOR OF COMMUNICATIONS
GROUP PRODUCT MANAGER
WEB MARKETING
CHANNEL MANAGER
RETAIL MANAGER

OPERATIONS AREA

PLANT DIRECTOR
PRODUCTION DIRECTOR
PURCHASING DIRECTOR
LOGISTICS MANAGER
QUALITY MANAGER
PLANT MANAGER OVERSEAS

FINANCIAL AREA

CHIEF FINANCIAL OFFICER
ADMINISTRATION DIRECTOR
FINANCE DIRECTOR
CONTROLLER
INVESTOR RELATIONS MANAGER

HUMAN RESOURCES

HUMAN RESOURCES DIRECTOR
PERSONNEL DIRECTOR
ORGANIZATIONAL DEVELOPMENT

PROJECTS AREA

DIRECTOR OF WORKS
ICT MANAGER
START UP MANAGER

These days companies competing in global markets are asking Contract Manager for three things:

INCREASE IN TURNOVER

EFFICIENCY IN ALL BUSINESS PROCESSES

RESTRUCTURING OF THE COMPANY

This goes beyond the usual division between assignments in general management and function management. We work on projects which cut across the structure of the organisation. The contract manager is a project leader who has to achieve precise targets in an agreed time scale, which is usually fairly short.

1. INCREASE IN TURNOVER
In order to survive in the worldwide competitive arena, it is crucial to seek out a market niche at global level in which to compete for leadership. To this end it is vital that the products or services are top quality, innovative, market-oriented and the brand instantly recognizable. The various functions within the company should liaise together: Marketing together with Commercial, Planning, Research and Development and Production. They should form an efficient team working in harmony. The Commercial Division should be able to cover the most important markets worldwide with effective sales networks, using the latest methods of distribution and taking the fullest possible advantage of the opportunities offered by the internet.

2. EFFICIENCY IN ALL BUSINESS PROCESSES
You can compare the company turnover to petrol fuel. Without it the company goes nowhere. But if the engine is not working, the petrol is no use to you and you don’t go far. In this case it is the General Management’s task to activate all the business processes, concentrating on cost-saving and speed of decision-making together with flexibility of operation. All this, all at the same time and at once! It is fundamental to know how to plan procurement efficiently, reduce transfer times, bring forward launch dates for new products and make logistics customer-oriented to give the company competitive advantage. Production should be carried out to the highest standards of quality at the lowest possible cost using global sourcing. The whole production unit should achieve quality while keeping within the cost budget. The same goes for Administration, who should be able to supply reliable data quickly. The Finance Department should make the necessary financial resources available by carefully managing the working capital and arranging appropriate financing through suitable third parties. This financing should be easily accessible but not binding in the long term. Management control should be the lighthouse for General Management’s economic control of the company.

3. RESTRUCTURING
When the company shows signs of ailing, it cannot wait for the situation to get worse. Effective action has to be taken immediately by opening up a dialogue with owners, top management and trade unions. The crisis cannot be left to drag on for years. Instead an immediate evaluation should be made with regard to future assets in terms of product, brand and market. Without these there is no going ahead. The next step is to clarify the owners’ intentions, to find out if they are prepared to embark on a process of restructuring and relaunching. If they are, it means that financial resources will also be made available to achieve a successful turnaround. Before embarking on the latter, it has to be made clear who will be delegated which tasks and who will report to whom during the restructuring process. Management with determination and transparency is the only way to rescue a company and give it the chance to regain its breath so that it can compete in the global arena.