TS Grale

Executive Interim · UK Manufacturing

Executive Interim Management for UK Manufacturing

You do not need potential in a crisis. You need certainty.

Interim MDs, CFOs, operations and transformation directors who stabilise in the first 30 days and deliver measurable change by day 90.

1%

Right first time

0→1%+

OTIF recovery (recent)

2 days

To stabilise

2+ yrs

In UK manufacturing

1%

Right first time

0→2%+

OTIF recovery (recent)

2 days

To stabilise

2+ yrs

In UK manufacturing

TS GRALE

Overview of Service

An executive interim manager is a senior leader appointed for a defined period, usually three to twelve months, to stabilise, transform or turn around a part of a business. Unlike a permanent hire, an interim acts without career fear and is measured on the change they deliver inside the engagement window.

Manufacturers do not bring us in for a job title. They bring us in for an outcome. OTIF recovery, on time and in full. EBITDA improvement. Operational turnaround and full P&L turnaround. Site consolidation. Winning back customers who were being let down. The interim is the means. The result is the point.

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Interim Managing Director

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Interim CFO

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Interim Manufacturing Director

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Interim Transformation Director

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Interim Plant / Site Director

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Interim Supply Chain Director

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Interim Programme / Project Manager

HOW AN ASSIGNMENT WORKS

We frame every interim assignment around a 90-day curve

Days 0 to 30

Stabilise

The interim takes control of the function, steadies the team, and stops the bleeding.

Days 30 to 60

Traction

Systems, process and discipline start to bite. The team feels the difference.

Day 90 and beyond

Measurable improvement

The numbers move against the brief.

HOW AN ASSIGNMENT WORKS

We frame every interim assignment around a 90-day curve

Days 0 to 30

Stabilise

The interim takes control of the function, steadies the team, and stops the bleeding.

Days 30 to 60

Traction

Systems, process and discipline start to bite. The team feels the difference.

Day 90 and beyond

Measurable improvement

The numbers move against the brief.

WHEN MANUFACTURERS BRING US IN

Three moments where an interim is the right call

The finance function has outgrown the team

PE-backed and scaling, controls not keeping pace. Sometimes the business does not need a turnaround CFO at all. The restructuring is already done. It needs someone to stabilise and push forward, not fix what is already fixed.

The leadership team is firefighting

Accountability has spread across too many people, OTIF is slipping, and decisions that should sit two levels down are landing on the senior team.

A leader has gone and the seat cannot sit empty

The board needs certainty while a permanent search runs in parallel. The interim holds the line so the search is not rushed.

WHAT GOOD LOOKS LIKE

An automotive manufacturer, losing around £1m a month

Delivery performance had collapsed and key customers were losing patience. We placed an executive interim with a turnaround record. The business stabilised and was later acquired.

More on our case studies

LOSSES

£1m/mo

breakeven

OTIF

0%

90%+

COMPONENT ARREARS

26,000

300

HEADCOUNT, TURNOVER GREWARREARS

-20%

HOW WE ASSESS

EVOLVE, for the interim context

An interim walks into a turnaround on day one with no honeymoon. So how they behave under pressure is the whole game. We assess behaviour under pressure, moral DNA, and whether a leader can hold a room and make the right call when the numbers are bad. It is the same disciplined assessment behind our 96% right-first-time rate.

More on the EVOLVE assessment

Technical competence is the baseline.

Behavioural agility under pressure is what separates a steadying hand from another pair of hands. We look past what someone has done before, to how they decide when it is hard.

evolve book

HOW WE ASSESS

EVOLVE, for the interim context

An interim walks into a turnaround on day one with no honeymoon. So how they behave under pressure is the whole game. We assess behaviour under pressure, moral DNA, and whether a leader can hold a room and make the right call when the numbers are bad. It is the same disciplined assessment behind our 96% right-first-time rate.

More on the EVOLVE assessment

Technical competence is the baseline.

Behavioural agility under pressure is what separates a steadying hand from another pair of hands. We look past what someone has done before, to how they decide when it is hard.

COMMON QUESTIONS

Questions we are often asked

A senior leader appointed for a defined period, usually three to twelve months, to stabilise, transform or turn around a specific part of a business. Unlike a permanent hire, an interim acts without career fear and is judged on measurable outcomes inside the engagement window.

Usually when the business is PE-backed and scaling, when financial controls are not keeping pace with growth, or when a permanent CFO has left and the board needs certainty while the search runs. An interim CFO can stabilise reporting and forecasting inside the first 30 days.

We frame every assignment around a 90-day curve. The first 30 days stabilise the function, days 30 to 60 build traction, and from day 90 the numbers move against the brief.

Search appoints a permanent leader you intend to keep. Interim appoints a senior leader for a defined period to stabilise, transform or turn around a part of the business. Many clients run both at once, an interim holding the line while search runs in parallel.

If a part of your business needs steadying, and it cannot wait for a permanent search, that is the conversation worth having now.
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