{"id":12590,"date":"2022-10-20T14:49:29","date_gmt":"2022-10-20T12:49:29","guid":{"rendered":"https:\/\/www.gointerim.com\/development-of-a-business-unit-for-an-international-energy-company-including-sales-organization\/"},"modified":"2023-03-06T16:36:26","modified_gmt":"2023-03-06T15:36:26","slug":"development-of-a-business-unit-for-an-international-energy-company-including-sales-organization","status":"publish","type":"post","link":"https:\/\/www.gointerim.com\/en\/development-of-a-business-unit-for-an-international-energy-company-including-sales-organization\/","title":{"rendered":"Development of a business unit for an international energy company including sales organization"},"content":{"rendered":"\t\t
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Development of a business unit for an international energy company including sales organization<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Interim Business Unit Manager Industrial Customer Solutions<\/strong><\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Establishment of a business unit for an international energy company including sales organization
<\/u><\/strong>A leading international energy company was undergoing a comprehensive transformation process. The interim manager was tasked with building up one of the main pillars of the new strategy, the new “Industrial Customer Solutions” business area, including an operational sales organization.<\/p>\n

The challenge in this mandate was primarily its scope. The energy company had decided to transform itself from an operator of conventional large-scale power plants to a provider of media required in industry, such as process heat, electricity or cooling from flexible small-scale power plants. For internal and external stakeholders, this meant a very fundamental realignment that first had to be communicated.<\/p>\n

Work packages for Sales, HR and M&A developed
<\/strong> <\/strong> To achieve these goals, the interim manager developed an action plan that included three work packages from the areas of Sales, HR and M&A:<\/p>\n

Product and sales strategy formulated
<\/strong>In work package 1, the product and sales strategy was initially formulated and a proactive approach to customers was designed to generate organic growth. In doing so, the interim manager, with the support of the marketing team, consulted the studies and surveys of well-known consulting firms on which the transformation decision was based.<\/p>\n

Ultimately, the interim manager chose a cross-business unit sales approach that leveraged existing customer relationships within the energy company. This enabled a successful operational start.<\/p>\n

Sales team built up with 15 full-time positions
<\/strong>In parallel, the interim manager built up the team in the 2nd work package, taking into account and establishing internal qualifications and processes. Furthermore, roles & responsibilities in the new business unit were defined in a RASCI matrix. After identifying and closing competency gaps, he recruited a total of 15 FTEs and other stakeholders at the interfaces to the new business unit were picked up and aligned accordingly.<\/p>\n

Shortlist for acquisitions and partners developed
<\/strong>In work package 3, the focus was on inorganic growth and thus on accelerating growth via M&A and partnering. In close cooperation with the specialist department, the interim manager worked with the growing team to develop shortlists as a basis for decision-making by the board of directors.<\/p>\n

New business area successfully established and handed over
<\/strong>After 8 months, the interim manager and his team had established the new business area and integrated it into the group structure in terms of processes. The Executive Board was very satisfied with the results and entrusted the interim manager with handing over the new business unit to his operational successor in a permanent position.<\/p>\n

The project in brief
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