Client Case
Our relationship with this client started in 2005, when a former operating company of a larger company gained its independence through a management buy-in. The new CEO and shareholder retained us to install a leadership team that was to formulate and implement the envisioned buy-and-build strategy. We successfully recruited the MT members for finance, marketing, sales and human resources within four months. They soon operated as a tightly knit team that successfully managed the turn-around of the company.
Two years later the company merged with an other company in the same business sector. Although this company was twice the size of our client, the CEO of the latter, together with his operations manager and the CFO, marketing manager, sales manager and HR Manager recruited by Tracks, were elected to manage and grow the new entity.
Shortly after the integration of the two companies, our client asked us to help them assess whether the company was capable of assimilating a major acquisition. Together with the CEO and the HR Manager, we conducted an assessment of the top twenty managers within the organization. Having identified a number of capability gaps, the CEO decided on three next steps. First was to build a competence management system aimed at the development of all key managers. Second was to recruit an additional statutory director and a key manager to strengthen the organisation’s overall ability to deal with rapidly increasing complexities. And third was to restructure one of its main departments, in order to significantly reduce the number of direct reports of the department head. We were hired to develop the competence model and to recruit both the statutory director and the additional key manager.
We chose this client case over others, because we think it contains most, if not all of what we’re proud of in our everyday work for clients: The close and personal advisory role to top management, the breadth and quality of our services and the long-standing relationship that has resulted from it.
