A Quick Change in the Management Organization
The CEO of Fritz Schur Energy, Mads-Ole Astrupgaard, has used interim managers several times — because this type of employment fits well with a company that is influenced by international political trends and therefore regularly needs to change course.
In the wind turbine industry, business quite literally follows the direction of the wind
At times, things are extremely busy — and then everything goes calm.
The industry is politically driven, and its needs change depending on government policies in the countries where the end customers are located. Therefore, Fritz Schur Energy has over the years worked with flexible labor, and it was no exception when the company needed to find a COO.
“”We have our core team, and then we think flexibly beyond that — for example, within production and warehousing. That means we bring people in during certain periods to solve specific tasks, as it is economically advantageous for us. But we always consider whether we can see these people as part of our core team if they bring experience and knowledge we can use long-term.”
“We must fundamentally do whatever we can to remain competitive. Our core production and core delivery must be second nature — we can’t constantly rely on interim managers and temps there. But in many other areas, we can easily supplement with this type of workforce.”
— Mads-Ole Astrupgaard, CEO, Fritz Schur Energy
Peace of Mind
Fritz Schur Energy has used interim managers within production, finance, business controlling, quality control, and engineering — and now also for the COO position.
“When it came to our most recent interim manager — the COO — we needed to quickly reorganize and split the management structure, and that’s why I contacted Nextt & Mason to find a solution,” says Mads-Ole Astrupgaard.
“Specifically, we had several candidates come in for interviews, where I included colleagues and external partners. In addition, the candidates went through an external assessment. I don’t believe you can just bring in an interim manager and test them on the job. I need certainty and peace of mind from the start — knowing that even though they’ll only be with us for a short period, they are the right fit. You can cause tremendous damage in an organization if you hire the wrong person.”
He knew that the new COO would land right in the middle of a storm.
“The personality test was used to see how he reacted under pressure — because we were facing a serious headwind, and it was only going to get worse. And since I’m a former consultant myself, I know you can’t just look at people and tell what they can and cannot do — it needs to be tested to be sure. In short, I want to know who I’m investing in.”
Must Be Able to Go Straight for the Goal
Mads-Ole Astrupgaard was actually looking to hire a COO in a permanent position, but instead of going to a headhunter, he approached Nextt & Mason, because the process needed to move fast.
“We’ve had interims in the company who were such free spirits that they absolutely didn’t want permanent employment, so I also knew that finding a COO who did might be difficult. Therefore, the goal was to find someone who could deliver results quickly. I have high expectations for interim managers, because I give them the mandate to execute — and since they’re new, they’re not entangled in internal politics. I can’t stand political maneuvering, so when changes need to happen at Fritz Schur Energy, I want the person driving those changes to be able to go straight for the goal,” explains Mads-Ole Astrupgaard, continuing:
“The candidate that Nextt & Mason found could do exactly that — and he also wanted a permanent position. So the process turned into a complete success.”
The Goal Is What Matters Most
When Mads-Ole Astrupgaard looks for an interim manager, experience and knowledge matter far more than professional specialization — because execution is what truly counts.
“If you’re with us for a shorter period and can accept that not everyone will have you in their evening prayers, then you can move from A to B faster — and that can be important. An interim manager can react more quickly because they don’t have to focus on close colleague relations but can keep their eyes fixed on the goals.”
“Maybe there will be free kicks and penalties along the way, but he or she can score more goals — and that’s important, because the goal is sacred — not always the process,” he concludes.
“”Companies must be able to react and adapt quickly, and everything that isn’t part of your core business should therefore be treated as variable costs. Consequently, I believe interim managers, consultants, and freelancers have an exciting future ahead. This is just the beginning — the labor market will only become more dynamic from here.”
