A listed group planned to sell one of its non-strategic and destabilized businesses. The globalise manager put the business back on track and merged it with a competitor.
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A listed group planned to sell one of its non-strategic businesses, whose management team had become destabilised. The intervention of a globalise manager to support the subsidiary’s new Managing Director soon put the business back on track and 12 months later it merged with a competitor under excellent conditions.
Company is a subsidiary of a listed Group, 1000 employees, TO <€100m. Activity : medical analysis laboratories. A new Managing Director had been appointed to lead this Business Unit, which was very profitable but non-strategic for its parent Group, while 80% of the management team had recently left the company. A short-term sale of the business was planned in the context of significant restructuring taking place in the sector.
The very specific management of biologists in charge of laboratories led globalise and the Managing Director to select a Transition manager who was very much a team player, highly qualified and who enjoyed passing on his knowledge. Results were immediate:
Turnover and profits soon picked up. Six months after the start of the assignment, the Group’s management decided to sell the company with a very tight timetable.
The memorandum of sale was quickly prepared. The figures were precise and the presented forecasts were met. The partnership between the Managing Director and the globalise manager brought effectiveness and conviction to a series of presentation meetings with numerous potential buyers. Six months later, despite complications in the financial market, the transaction was finalised under excellent conditions for the seller.
Globalise supported a software publisher in the structuring of its support functions allowing it to successfully carry out a major fund-raising in the United States.
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