Swiss transformation. International implementation.

At the IXPA partners' meeting in Paris in September 2026, representatives from various management markets came together. For us at AIM Ad Interim Management AG—represented by Jean-Marc Robert—this international perspective raises a very specific question: How can a transformation remain manageable when responsibility lies with the headquarters in Switzerland, while the critical changes are taking place within a foreign subsidiary? International interim management is designed to bridge precisely this gap. An interim executive who is available at short notice is most effective when they fully grasp the mandate and are capable of providing strong leadership on-site. Distance itself is rarely the real issue; the situation becomes critical only when a leadership gap emerges between the objectives set in Switzerland and the actions taken on the ground. 

Speed ​​begins with a precise brief 

Our formula for success is the combination of speed and quality. We are not looking for an abstractly "international" individual, but rather an executive with experience in the specific situation at hand and a solid understanding of the target market.

Is the goal to integrate a new subsidiary, restore a plant’s ability to supply, or provide interim management? These distinctions determine the necessary competencies, decision-making authority, and timeframes. When operations span national borders, an additional question arises: which decisions should be handled at the corporate level, and which must be made within the local business?

Through IXPA, close client relationships in Switzerland can be combined with the expertise of established specialists in the respective target country. The engagement can begin here; the local partner contributes market knowledge, access to senior executives, and implementation support. The specific structure of the collaboration depends on the nature of the mandate. The economic benefit lies in an internationally coordinated initiative with clear, localized responsibility. 

Seadership must establish a connection even in the neighboring market 

The conceptual journey begins at the Swiss borders. Linguistic proximity can provide a sense of security here—a sense that, from an organizational standpoint, must first be actively established. A decision-making routine that has proven effective in Switzerland cannot simply be transferred to a German production facility or an Austrian site.

Fhere are various approaches to balancing speed with a precise fit: In Germany, IMS Interim Management Solutions combines tailored placement with internationally experienced leadership expertise. At Bühler Management in Austria, the focus is on meticulous selection, trust, and personalized support. Both perspectives are relevant for Swiss clients who need to act quickly while simultaneously building a sustainable leadership relationship.

The question doesn't end when you join the company. In Italy, Contract Manager accompanies the company with its own Quality Manager. In France, Wayden relies on precise order definition and measurable results in crucial company phases. Both are important for a cross-border transformation: a clear beginning and attention to the actual process. 

Change requires acceptance and verifiable results 

With the expansion into Belgium, the Netherlands, and Great Britain, a second issue comes to the fore: how can a formal mandate be translated into actual leadership impact? A corporate decision alone does not automatically generate acceptance.

In Belgium, Experts@YourBusiness combines interim management with organizational and leadership expertise. In the Netherlands, InterExcellent places a strong emphasis on analyzing the core business challenge and providing ongoing support throughout the assignment. Together, these approaches draw attention to an often-overlooked point: the right individual requires a mandate that the organization is actually prepared and able to accommodate.

At Williams Bain in the UK, the focus is on business-critical change initiatives backed by the top leadership team. This raises an important question for boards of directors and investors: Is the person commissioning the change sufficiently involved? Anyone who delegates a transformation must continue to clarify priorities, remove obstacles, and facilitate decision-making. Local autonomy requires reliable support from headquarters.

Measurable goals should support this collaboration. A shared baseline is just as important as the target value itself. If the head office and a subsidiary interpret the same metric differently, reporting fails to serve as an effective management tool. A well-executed interim assignment brings such discrepancies to light early on, making them easier to address. 

Growth and operational stability go hand in hand 

Spain and Portugal offer access to markets where expansion and organizational development must be tackled in tandem. Manager in Motion focuses on hands-on leadership and measurable execution—including in the context of international growth and post-acquisition integration. For a Swiss owner, therefore, growth entails more than just a new revenue plan: the local organization must also be capable of managing the additional demands that come with it.

When looking at African markets, this operational issue becomes even more apparent. Actiss Africa operates on a project-based model, utilizing a tandem approach that pairs a partner with an interim manager. This strategy is focused on specific development, transformation, or stabilization objectives, allowing responsibility to be anchored more closely to the actual undertaking. At the same time, each market must be assessed individually; the continent is not a monolithic economic sphere.

Extending its reach to Singapore and Malaysia, Asia-Connect Executive Partners combines growth and transformation initiatives with practical implementation and deep knowledge of Asian markets. For a Swiss group, this can be particularly relevant—for instance, when it comes to the organizational integration of a new unit. A model that appears sound at the corporate level must prove its viability on the ground, in the context of existing customer relationships, leadership practices, and available capabilities.

In Taiwan, 5070 Consulting / IMC Group complements this perspective by providing operationally experienced interim executives, many of whom have backgrounds in multinational or publicly listed companies. In Australia and New Zealand, 1st Executive emphasizes the rapid deployment of seasoned leaders into change-management roles. Different markets present different requirements; in both cases, what matters is the ability to quickly assume responsibility within ongoing business operations. 

The path to a turnaround lies through the operating result 

The journey, via Canada, leads back to the question of how international leadership should be measured. FarStar S.A.C. Consulting focuses on areas such as operations, supply chains, processes, and business systems—topics that serve to connect geographically dispersed units. A local improvement is only truly valuable to the organization as a whole if it functions effectively at the interfaces and does not simply shift problems to the next location.

This can be illustrated by a hypothetical integration mandate. The Swiss executive management team seeks to gain transparency regarding the performance and risks of a foreign subsidiary. The partner in the host country helps to develop an understanding of the local situation and to identify appropriate operational management approaches.

Interim management creates value, in particular, when a time-limited leadership contribution subsequently enhances the organization’s own capacity to act. While a permanent appointment may be appropriate for ongoing responsibilities, an experienced interim manager can provide the necessary scope for action when it comes to a clearly defined change initiative.

For our clients in Switzerland, this is what international collaboration is all about. They need a partner who understands their specific situation, as well as leadership on the ground abroad that can deliver real impact. The meeting in Paris provided an opportunity to nurture the professional relationships that underpin this collaboration. Ultimately, the value of this is reflected in the client’s experience: through the decisions that are made and the changes that endure.

If one of your foreign subsidiaries is facing a challenge of this nature, talk to us about your specific leadership needs. The starting point is the change you need to achieve. Based on this, we will work with you to define the requirements for an appropriate interim assignment and the necessary local support.