(*) As a measure of confidentiality, the identity of the interim manager and the client are changed
1. BACKGROUND
Our client is a major player in social protection with more than 4 million people protected, nearly 10,000 employees and a turnover of more than 2 billion euros.
The reform of Complementary Social Protection by 2025 requires our client to change its business model (BtoC => BtoBtoC) and to seize the opportunities of this changing environment.
In this context, its communication department has high stakes to support and succeed in this change of model with both internal and external players.
The unexpected absence of the Director of Communications prompted the General Management to call on an interim manager experienced in this field to resume at short notice and in a very operational manner the communication actions in progress and to roll out the roadmap on the perimeter of institutional and external communication.
2. DISPOSITION
Thanks to a solid network of managers from the WAYDEN pool, Alexandra GARNIER, Partner, organizes a meeting with the client, in its premises, to introduce Elyse Mercier, recently available, whose background in communication is perfectly suited to the skills and human qualities sought. Throughout her experience, Elyse Mercier has always been recognized for her quality of listening, synthesis of exchanges with the various members of the team met and her empathy and especially her ability to lead teams. It knows how to carry out this type of operation, in particular through its ability to remain in close proximity to the field at all times.
3. MISSION
The Director of Institutional and External Communication in transition is expected to perform very operational functions and in particular on these three priority areas:
- Manage and onboard the team: about 25 people on the external communication perimeter
- Prepare and carry out the future General Assembly on the event perimeter
- Deploy the brand strategy according to the strategic plan defined upstream and already validated internally – manage the relationship with the agencies
4. ASSESSMENT
The interim manager has brilliantly accomplished his mission, demonstrating an excellent ability to lead and unite his team. The General Assembly, a key event, went off without a hitch, highlighting the careful preparation and management ability of a high-level event. In addition, the brand strategy, developed upstream, was successfully deployed, testifying to the manager’s sharp strategic vision and operational efficiency. In short, the interim manager has left a strong mark of leadership and excellence in the company.