Manager de Transition  | Reactive Executive

Real estate

What is the role of the Transition Manager in real estate? Subject to strong fluctuations, strongly impacted by the recent health crisis, the real estate sector is in full restructuring. Faced with this complex situation, experienced and highly qualified external professionals are perfectly able to respond to a variety of requests. The role of the […]

What is the role of the Transition Manager in real estate?

Subject to strong fluctuations, strongly impacted by the recent health crisis, the real estate sector is in full restructuring.

Faced with this complex situation, experienced and highly qualified external professionals are perfectly able to respond to a variety of requests.

The role of the Interim Manager is therefore essential: he must be able to provide his expertise at all levels, mobilize teams and make profitable a sector where the issues are as sensitive as they are varied.

Find out all about the role of the Interim Manager and what he brings to real estate.

Why call on a Transition Manager in real estate?

After a crisis which fundamentally reshuffled the cards of real estate, which is experiencing a new boom.

The sector has to deal with issues that vary greatly depending on the regions in which it operates, but which are nonetheless complex.

Many real estate appraisal companies, in particular, use the services of an Interim Manager who is able to quickly identify the very specific expectations of this fairly technical sector.

Large real estate transaction or real estate management groups are also very accustomed to calling on interim managers: taking over the management of a regional group of agencies, leading a network of franchises… very management-oriented positions of teams and land are often offered to Interim Managers.

Faced with profound change, the real estate sector requires professionals to be able to manage teams in difficulty, support companies undergoing restructuring, optimize resources and develop their business.

To achieve this, it is imperative to call on an experienced interim manager who will be able to bring a strategic and synthetic vision to the various problems encountered.

 

What positions for an Interim Manager in the real estate sector?

The missions of a transition manager in the real estate sector are varied according to the needs of each Client. However, the ones that come up most often are:

  • Taking charge of a network of real estate agencies or a retail structure: the Interim Manager occupies a local management position. It sets objectives for branch managers, supports them in developing their business and trains them in new business practices. He defines KPIs with them, accompanies them if necessary to set up effective management tools and structures their activity. He also accompanies them if necessary on the management and administration of their profit center. This very field-oriented operational cockpit requires a strong investment and a commercial logic fundamentally focused on results.
  • In a context of radical transformation of the sector, directors of real estate groups often need support. The Interim Manager is then an adviser, trainer and coach to the general management of a company, on issues of management, strategy and, where applicable, on commercial issues. These missions are often linked to a change of CEO. Nevertheless, the Interim Manager may also be called upon to support general management in the implementation of new managerial practices. He works alongside the CEO to assist him in the implementation of his strategy.
  • The real estate sector also uses Interim Managers to supervise support functions: mission of managing a purchasing, marketing, financial, accounting, human resources department… Interim Managers who are very experienced in their function but also justify an excellent knowledge of the sector are generally welcome.

What profile for a transition manager in real estate?

  • Experience is the key to success for an Interim Manager. Executives who are very seasoned in the sector are obviously a priority.
  • Being able to pass on one’s skills and know-how is also essential, especially in regional management or franchise network management positions.
  • The Interim Manager must therefore be able to take initiatives, work independently and act quickly. Often subject to significant financial stakes, they must be able to quickly implement high-stakes actions and must convince their team of the merits of their decisions.
  • It should be noted that the profile of the Interim Manager is however changing significantly: real estate companies are regularly looking for young, energetic profiles who have a keen sense of customer service.

What price for a Transition Manager in real estate?

The average cost of an interim manager is estimated at approximately €2,000 per day . The amount of this rate is notably impacted by the position occupied by the manager.

It also varies greatly depending on the region where the position is located: the issues and levels of responsibility of the Interim Manager vary significantly from one region to another.

If the Interim Manager has a management position, the size of the team but also the level of the professionals managed will also be a determining factor.

In this context, the role of the interim management firm is to precisely determine the mission assigned to the Interim Manager, to specify the issues, to draft precise specifications and to set a rate adapted to the mission.

Our references

Resource Director
Client
Entreprise internationale leader sur le marché de la certification de systèmes qualité (normes ISO) ou de services
Mission
Management Relay
Duration
6 months
Mission summary

Review of the organization (processes, IT tools, “make or buy” choices, people in place): diagnosis then definition and introduction of new processes.

Coaching then replacement of the Director of Resources: team of 6 managers directly, 40 employees in total. Coaching of the new planning manager, recently hired. Implementation of activity and performance indicators.

During the mission, improvised management of the very strong slowdown in audit activities following the Covid 19 confinement: partial unemployment, reorganization.

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Transformation Director
Client
Editeur européen de logiciels spécialisés dans la performance financière et le capital humain
Mission
Management Relay
Duration
6 months
Mission summary

Intervention following a change of CEO and deployment of a new strategy. Replacement of the previous R&D director. Complete inventory of the R&D department: team, organization, methodology and practices. Orientation of the products to be developed for the next five years.

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Commercial director
Client
Société française éditeur de logiciels dans le domaine de la finance
Mission
Management Relay
Duration
6 months
Mission summary

Replacement of the commercial director. Reorganization of the commercial team. Implementation of KPI and CRM to drive the activity to develop the turnover. Recruitment of a permanent director.

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General director
Client
Entreprise dans le secteur du bâtiment spécialiste dans des solutions dédiées à l’assainissement, l’eau potable, l’irrigation, l’hydroélectricité et l’industrie.
Mission
Management Relay
Duration
6 months
Mission summary

Replacement of the General Manager and the Deputy General Manager in his commercial functions, HR coordination and management of the subsidiary’s operations and supervision of major projects.

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Site Director
Client
Entreprise pharmaceutique européenne spécialisée dans le contrôle qualité
Mission
Management Relay
Duration
6 months
Mission summary

Replacement of the director of operations and creation of the position of site director. Creation of a management committee. Implementation of management tools commonly used in the industry. Training of the middle management team in order to make it autonomous. Improved operational performance (customer service rate).

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Consolidation Director
Client
Secteur de la métallurgie et la sidérurgie
Mission
Management Relay
Duration
6 months
Mission summary

Replacement of the Consolidation and Standards Director. Reporting & financial information system. Supervision and animation of a team of 5 people. Realization of normative studies specific to the Group’s projects. Improvement of the efficiency of the SAP tool and of the reporting and consolidation tools.

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