EXECUTIVE MANAGEMENT

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Senior Executives with Diverse Experience to Handle Your Management Challenges.

Our interim managers, whose backgrounds cover a variety of core competencies and industry sectors, have held high ranking executive and C-level positions at companies large and small, public and private, local and multinational, as well as not-for profit. With many, the experience comes with significant corporate success holding leadership positions with a number of reports. With others, it has been the invaluable experience of building up and selling their own business.

Osborne Interim Management recognizes that within small and medium enterprises there is often a need to multi-task at the management level and a smaller executive team must be able to take responsibility for a number of business disciplines; the CEO is involved in business development, the CFO is hands-on and ensuring the business is investment ready, an office administrator may be handling human resources with some elements of that function contracted out.

Our team's exposure to a wide range of situations in broadly diverse industries and market sectors helps Osborne interim managers understand coming in what will be required. They have applied experience in the following roles:

Whether the need is for a full-time interim to fill the gap for a specific period of time, or the business only requires a fractional/part-time executive to tackle a role for a certain number of days,Osborne Interim Management can tailor a solution to meet the needs of your business. And remember, a contract for executive management through an interim solution from Osborne means there is no need to be concerned about benefits, holiday pay, sick pay or termination allowance.

Contact us to discuss a solution to your business needs.

Case Studies

The case studies below are example executive management assignments undertaken by Osborne Interim Management.

A designer of equipment for oil and gas industry needed assistance in manufacturing a new product.
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Financial best practices to align with a new organizational structure was required for a large provincial not-for-profit company.
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An international exploration company risked losing valuable employees and Board members due to a devalued compensation package.
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