Temporary Management: When you need to lead change, not suffer it.

In a market that changes daily, businesses can't afford to stand still. Yet, many organizations find themselves disoriented when it comes to making quick decisions, managing a transition, or navigating a crisis.

It is in these cases that Temporary Management becomes the most concrete answer – and most inconvenient for those who think that it is enough to “wait for better times”.


Entrusting the leadership of a project or function to a temporary manager is not a sign of weakness but an act of strategic clarity. It means introducing high-level managerial expertise into the company for a defined period, capable of acting with full operational responsibility, transferring methods, and achieving tangible results.

No strings attached, no delays, no fixed costs.


A strategic lever to manage complexity


Interim Management has established itself as one of the most effective models for managing the acceleration of change.


Companies that choose this path aren't looking for a "consultant" but an expert decision-maker: a former executive or top manager who joins the company, takes charge, and leads the transformation to the finish line.


Whether it's a financial turnaround, the reorganization of a business unit, the development of new foreign markets, or the management of a generational transition, the Interim Manager works with clear objectives, specific timelines, and measurable results.


And, at the end of his term, he leaves the company without any hidden costs or operational dependencies, but with a stronger and more knowledgeable internal team.


Where we operate


With Temporary Management, FM Studio Consulenza supports entrepreneurs and company management throughout the most delicate phases of business life:

  • Economic and financial recovery and turnaround plans
  • Improvement of the administrative, financial and control area
  • Management of generational transition, or transition phases and managerial succession
  • Development of new business lines or foreign markets
  • M&A projects, divestments or valorization of company divisions
  • Review of company processes, procedures and regulations (define “what needs to be done”)
  • Redefining organizational charts, roles, and job descriptions (defining “who should do what”)
  • Support and training of internal staff to ensure continuity and growth


Flexibility: the real competitive lever


In an environment where uncertainty is the norm, flexibility is power. Companies that know how to use it don't react to events: they anticipate them.


Temporary Management offers just that – immediate response capacity, high-profile managerial know-how, and fully variable costs.


There's no point waiting for the next crisis or missed opportunity to change course. All that's needed is the decision to do it now, with the right guidance.

Management reorganization and generational transition

We're talking about a family business, where growth risks becoming a trap, the founder's experience becomes a limitation, the new generation struggles to emerge, and potential value remains frozen between past and future.


📍Sector: Mold construction and molding for the production of technical rubber-plastic components for the medical and automotive sectors.

💰Turnover: approximately 3.5 million euros.

⚠️Problems:

  • A complex generational transition, with overlapping roles between father and son and evident decision-making tensions.
  • Undersized and obsolete production site, no longer meeting the volumes and standards required by the market.
  • Lack of a commercial structure, with sales relying primarily on a network of long-standing contacts and little proactivity on the foreign market.


The result? A company with significant potential but hampered by internal organizational limitations rather than market problems.


🔧Our intervention

We have embarked on a 12-month Interim Management program with a clear goal: to transform the company from a "well-run family" operation into a structured, forward-looking management firm.


🧩The main activities:

  • Corporate reorganization from a managerial perspective, defining roles, duties, and operational responsibilities.
  • Training and active involvement of staff to develop decision-making autonomy and a sense of belonging.
  • Management of generational conflict, with a progressive and planned handover from father to son, ensuring continuity and stability in leadership.
  • Support for the design of the new industrial warehouse, overseeing the production layout according to lean flow-shop logic, reducing work-in-progress (WIP) and material handling.
  • Creation of a sales office and strengthening of the sales network, including scouting, selection, and the addition of a new key account for the European market.


📈The final result

At the end of the 12 months, the company had made a complete transition to managerial management, improving coordination between functions, production efficiency, and commercial presence in international markets. The generational transition, initially a source of conflict, transformed into an opportunity for renewal and growth, while the new production structure allowed for increased operational capacity and margins.

When you need a Temporary CFO to make the big leap

We're talking about a company that was growing rapidly but haphazardly: behind the positive numbers was a management team lacking the tools to plan, measure, and govern.


📍Sector: Design and implementation of promotional campaigns to build customer loyalty, active in the retail and pharmaceutical sectors. 💰Turnover: approximately 40 million euros.

⚠️Problems:

  • Lack of structured strategic, operational, and management control planning processes.
  • Margins not recorded for individual orders, but only in aggregate form, useless for decision-making purposes.
  • Inefficient outsourced logistics, with high costs and poor visibility into storage, delivery, and return flows.

In short: growing turnover but without a managerial compass.


🔧Our intervention

We have launched a 24-month Interim Management project with a specific goal: to build solid, measurable, and sustainable corporate governance capable of transforming growth into lasting value.


1️ Vision, Mission and strategic KPIs🧭

  • Definition of the Vision (where the company wants to go) and the Mission (why it exists and what value it creates).
  • Translation of objectives into concrete, measurable KPIs shared between owners and management.
  • Aligning internal language: from “intuition and urgencies” to data-driven, objective-driven decisions.


2️ Strategic analysis and competitive positioning🌍

  • Internal analysis of strengths and weaknesses.
  • External analysis using Porter's Five Forces to understand barriers to entry, customer and supplier power, substitute products, and the degree of competition.
  • Summary in an operational SWOT Analysis, from which the competitive levers on which to build the strategic plan are derived.

Result: a clear and shared photograph of the context in which we operate.


3️ From strategy to action: OKRs and operational plans🎯

  • Identify key challenges and build a two-level action plan:
  • Continuous improvement plan, based on the OKR (Objectives & Key Results) method: a few clear, measurable, and achievable objectives without new investments.
  • Strategic initiative plan for sustainable growth in the medium term.
  • Activation of four intervention levers:
  • Growth: new customers, products, channels, and markets.
  • Efficiency: reduction of non-value-added activities, targeted outsourcing, cost rationalization.
  • Organization: review of roles, procedures, and responsibilities.
  • People: engagement, training and accountability.


4️ Advanced reporting and management control 💻

  • Introduction of cost accounting with migration from Zucchetti to SAP B1, to view profitability by customer, brand, key account, and individual promotional campaign.
  • Preparation of the five-year industrial plan.
  • Implementation of annual budget, monthly reporting, and rolling forecasts to analyze variances and make course corrections.
  • Supply chain management review, with:
  • Rotating inventories,
  • Digitalization of information flows,
  • Reduction of logistics costs.


💶Finance and sustainability

At the same time, an in-depth analysis of the treasury and operating cash flow was conducted to ensure consistency between growth and financial sustainability.


📈The final result

After 24 months of activity, the company has undergone a real managerial and cultural transformation:

  • Shared and operational Vision and Mission.
  • Integrated strategic planning and control.
  • Margins analyzed by customer, product, and project.
  • Optimized and digitalized supply chain.
  • Strengthened and transparent financial structure.

🎯 The process allowed the company to subscribe to a basket bond with Banca Intesa, a structured finance instrument to support the business plan, as well as to begin the listing process on the Italian Stock Exchange – AIM segment.