Our office is based within the walls of the Syntec organization in Paris.

We are organized as follows:

  • The board of directors composed of members of the federation who meet twice a year in order to debate over the different topics concerning the FNMT.
  • The chairman is Grégoire Cabri-Wiltzer ( NIM Europe ).
  • The bureau is composed of 3 Vice Presidents: Philippe Soullier (Valtus Transition), Jean-Pierre Lacroix (MCG Partners) and Marc Laigret (Eurosearch), by a General Secretary Thierry Rogeon (Lincoln Transition Executive) and by a paymaster Gilles Marc (Actiss Partners).

When to use an interim manager?

Interim managers intervene in exceptional situations; periods in which the conditions ensuring a functioning department/ company are no longer given and urgency is predominant :

  • Crisis : The prerequisites for a department’s performance are no longer viable. Possible problems are: the lack of a working information system, defunct reporting, deficient quality control, overstocking, declining sales, high turnover…
  • Projects : Mergers needing to be accomplished fast and successfully, urgent spin-offs, opening of international subsidiaries, product launch, externalisation…
  • Temporary executive replacement : The interim manager fills a vacant position that is central to the company (CEO, CRHO…) until the return of the concerned executive or whilst waiting for a permanent recruitment.


Using a proven methodology, interim management providers are prepared to handle turnarounds and launches, or ensure the continuance of a given situation. In adapting their methodology and organisation to the specific requirements of each assignment, they ensure that clients recover from their critical situations in the fastest and most efficient way possible.

The system offered by a provider includes the delegation of a suited interim manager, a mission director, an underlying organisation, precise processes, and accurate reporting. Since this system is specific to interim management providers, no other type of organisation can offer the same services.

Interim Management is often mistaken for consulting. However, they are neither called upon for the same services, nor do they share the same perspective: consultants bring expertise, benchmarking, and work on the long-term strategy or organisation of the company. Above all, however, consultants give advice. Interim managers, on the other hand, take up the realisation of projects, remobilise teams and redress unfavourable tendencies. Nevertheless, consultancy and interim managers are often complementary services.

Interim management is sometimes mistaken for recruitment services. A recruitment agency helps companies to fill a vacant position for the long run. Interim managers, however, only work for the company for a determined period of time and are not required to have precise sectoral knowledge. They are asked to (re)construct the fundamentals of a working service/department. Indeed, candidates for permanent recruitment appreciate interim managers having (re)structured the position they are going to take up since it assures them that they integrate into a working department that can be developed in the medium and long run.

Characteristics of interim management providers

An interim management provider must at least offer :

  • Assignment organisation
  • Assignment processes
  • Significant track record
  • Interim Managers with validated career paths
  • Service contract, proof of its general liability insurance, clear tariff system