That Gut Feeling —a Business Units might be Slipping

Margins are shrinking. People are leaving. The reports tell one story, but reality on the ground seems to tell another story. You sense something is off, but from Head office, it’s hard to tell how bad.

Local management assures you things are under control, but are they? Or are you watching a slow-motion train wreck unfold while the business drifts further from strategy, profitability, and your oversight?

You’re not alone. CEOs and HR Directors in global organisation experience this all the time. A subsidiary, a business unit—once strong, now underperforming—becomes a blind spot. The longer the issues persist, the harder they are to fix. And by the time things reach crisis mode, the options shrink.

Replace the CEO? That process takes months, and you still don’t know if the next hire will work out.

Bring in a consultant? They’ll give you a report, not make the tough calls. Meanwhile, customers lose confidence, competitors close in, and the best employees quietly start looking elsewhere.

This is when you need clarity, fast—not sugar-coated updates, but the hard truth about what’s really going on.

I’ve stepped in as Interim CEO five times, taking over subsidiaries and business units that has lost direction. I bring structure, realign leadership, and get things moving—fast. No long onboarding, no corporate politics, just action. My team and I step in, assess, and execute at a fraction of the cost of a full-blown recruitment process.

We uncover what’s really happening, fix what’s broken, and ensure the business isn’t just meeting Head office expectations on paper—but actually delivering results. Then, when the time is right, we transition leadership smoothly so the company doesn’t just survive the change—it thrives.

If your subsidiary or business unit isn’t performing, and you’re tired of second-hand reports that don’t match reality, let’s talk. Because waiting costs more than action.

And I might just be available soon.