Když firma neselhává, ale chce další stupeň rozvoje.
www.posiv.cz ǀ 65
BUSINESS
Simon Palupčík is an experienced interim manager
and expert in project management, business strategy
and operaonal eciency. He has more than 20 years
of experience in technically demanding sectors,
parcularly energy, chemicals, petrochemicals,
construcon and automove.
He helps companies manage change, set up eecve
processes and lead complex projects with a focus on
results, stability and long-term growth.
When a Company Is not Failing,
but Wants to Reach the Next
Stage of Development
Three Days on the Shop Floor. Only Then Into the Oce.
Most people associate an interim manager with a crisis. Something is on re, things are going
wrong, and someone has to come in and put it out. Eko modular s.r.o. was the opposite.
Vojta Juřenčák, the owner of a company that
builds modular timber houses, first approached me
about mentoring. The company was growing, the product
was excellent, the people were hard-working. And yet he
knew that he could not take it to the next level on his
own. He has a vision and a work ethic I have rarely seen
elsewhere. After a year of mentoring, he said to me: come
into the company.
I set one condition. Before I sit down in an office, I want
to spend three days working in production. I built panels.
I watched Petr at the saw, where years of experience
replaced a cutting plan. I realised that the company had
a treasure in its people – and, at the same time, a risk.
What leaves with people costs the company the most.
Since then, I have been in the company two days a week.
I sleep in the show home and live and breathe modular
production. In four months, together with the team, we
built a CRM, introduced KPIs linked to the profitability
of individual projects, implemented digital invoicing
and reworked the accounting structure. We introduced
Freelo – a Kanban system in which every task has one
owner, and where the company records its best practice
in a card called “Agreements and Conventions”. So that
know-how does not leave with people.
Vojta says he would never have believed how quickly
a company can change. I already knew it on the shop
floor. When people are solving a real problem, not
paperwork, all they need is a tool that works in the same
mode.
The point is this: an interim manager is not only for a crisis.
He is also for an owner who has built the company,
knows what he can do, and at the same time knows what
he cannot do. Bringing in an interim manager when things
are going well is often a braver decision than bringing one
in when everything is on fire.
Membership of the Czech Association of Interim
Management gives me a clear professional framework,
which I follow from the very first days of a mission.
For the client, it provides the assurance that they are not
working with improvisation, but with proven practice.
Pointa: interim manažer není jen pro krizi. Je i pro ma-
jitele, který firmu vybudoval, ví, co umí, a zároveň ví,
co neumí. Pozvat si interim, když se daří, je často od-
vážnější rozhodnutí než pozvat ho, když hoří.
Členství v České asociaci interim managementu mi
dává jasný profesní rámec, podle kterého postupuji
od prvních dnů mise. Klientovi to dává jistotu, že ne-
pracuje s improvizací, ale s ověřenou praxí.