Restructuring an acquired company for a global diagnostics company
The Situation
A French diagnostics company has acquired the Dutch subsidiary of an US Group.
A rationalization program has to be conducted between three sites in Holland, France and China – the closure of the Dutch factory was scheduled at the end of this rationalization program (in two to three years’ time).
The Solution
The client asked a WIL Group member to put in place a Dutch senior Interim Manager, mainly to:
Be the General Manager of the subsidiary and impulse a strong management to improve quality and productivity
Head the project team in charge of the technical rationalization
Prepare and negotiate the closure in medium term
Manage the various transfer operations