(*) As a measure of confidentiality, the identity of the interim manager and the client are changed
1. BACKGROUND
The client is a subsidiary of a leading French media publishing group – Entertainment.
The Group’s General Management has to deal with the unexpected absence of the CEO of its subsidiary dedicated to the audiovisual world. Indeed, the commercial development stakes for this subsidiary are significant during this end-of-year period (exhibition, major trade shows in the BtoB Media sector).
In this context, the solution studied is to call on an interim manager experienced in the media and audiovisual sector in particular to carry out this function in a one-off replacement context.
2. DISPOSITION
Thanks to a solid network of managers from the WAYDEN pool, Alexandra Garnier, Associate Director, organized a meeting with the client at the Group’s headquarters, in order to introduce Albane Crêne, recently available, whose career as Managing Director of a Business Unit in the Media, Communication, Entertainment & Digital sector was a good fit for the technical and human skills sought.
Albane Crêne has more than 20 years of experience, particularly in the roles of Profit Center Director with many business plan experiences, excellent management skills, and a very extensive network within the media sector.
3. MISSION
Reporting to the Group’s Deputy Chief Executive Officer, Albane Crene’s overall role will be:
- to manage the subsidiary during the absence of the current CEO, in particular with the preparation and active participation in future trade shows,
- manage the team, which is mainly made up of young and talented salespeople,
- to prepare the provisional budget N+1 of this subsidiary.
4. ASSESSMENT
As part of this mission, Alexandra GARNIER agreed on a monthly follow-up with Albane Crêne and the client. This mode of operation has made it possible to establish agile and effective communication between all parties. The result is a great success in meeting the objectives of this mission, the criticality of which was largely based on the resumption at short notice of an activity and a team very attached to its absent CEO.