Operational Follow-up of a subsidiary

It is necessary to carefully check that the purchased company is totally under control and is globally on track with its business plan. The internal resources necessary to deal with this follow-up are not always sufficient when many subsidiaries need to be followed up.

Being at the same time in charge of looking for deals, entering the capital of companies, following up their evolution and ultimately reselling the shares, is a very heavy task when there are many subsidiaries. Instead of increasing its internal resources, the capital investor can externalize a part of the follow-up function with the advice and support of experimented managers.

Supervision : In this function of supervision, the qualities of a professional transition manager are very useful, because he has the experience and the adequate insight to evaluate if the company follows its plans.

The managers from FONTENAY MANAGERS do not intervene in the decision-making process about investment and growth policies. Nevertheless, when the purchasing decision is taken, the manager from FONTENAY MANAGERS brings a strong added value in terms of operational efficiency. Giving him a mandate to represent the shareholder is a guarantee to maximize the value of the investment. Step by step, he will provide his advice to the company in order to supervise the activity and to direct the decisions with a very operational point of view.

A PROFESSIONAL ADMINISTRATOR, FOCUSED ON THE OPERATIONAL ASPECT. Within corporate supervisory boards, there are often specialists of the business and the market. However, we often forget that new companies fail because of a poor management, poor plans or an improper use of people rather than a lack of understanding of the economic sector. It is recommended to introduce an operational specialist as a supervisor.