Management Consultant
Interim GM
Darius A. Tent
Vision - Management Consultant
🌪️Ensure smooth sailing between unplanned, unexpected, or unwelcomed business events.
Mission - Interim GM
🚀Helping you take your business from point A to point B – where you actually want to be – by acting as your trusted hands-on, seasoned, and savvy brother-in-arms 🫡🌪️Vast experience in working with clients from the EU, US, UK, Nordics, and India.
About me
🕵🏻♂️As a Management Consultant, for the past 10 years, I’ve been helping #it #bpo #manufacturing #hospitality & #privateeducation #businesses deal with the unplanned, unexpected, or unwelcomed events that such businesses had to face.
🥷🏻As an Interim/Transition General Manager, immediately operational, I bring a skill set that is not normally present in the organization, helping bridge capability and capacity gaps, leading to increased revenues, stronger operating performance, and improved financial results. I infuse my experience into a business during a critical and limited transition period the entity has to go through to ensure its long-term viability.
Top Skills
My Focus, Productivity & Growth Planner
Unleash your efficiency using a blend of Stoic, Agile, Pareto and ABCDE Principles
Retrospective:
10 years
Management Consulting & Interim Management
Strengths and Weaknesses
Personality type:
- ENTJ / ESTJ (based on types by Jung, Myers, & Briggs)
- Enneagram Type: 1
- DISC Type: Analyst (C) / Skeptic (Cd)
Case Studies
@ #BPO & #IT
Coordinate the entire Build-Operate-Transfer Project:
– provide the market intelligence needed to enter Romania with clarity, certainty, and confidence
– set up the BPO IT shop in Romania
– in charge of recruitment & sourcing: build a 40-member core team in less than two months
– oversee the induction training
– act as a focal point for all marketing, financial, accounting, HR, and legal matters internally and externally.
@ #BPO & #IT
As a Regional Head for a Fortune 500 BPO & IT Company, my role was to lead the way to sustainable growth in Central and Eastern Europe, for 5 different business units with over 15 different projects (DCX, EPS, DIS, DES, CDS) and more than 250 FTEs
@ #IT
Was called in to help an IT company avoid insolvency when Covid kicked in and ended up, after 2 years, leaving it with a record NPM. To get here, I had to reshape the entire company from all possible angles – commercial, financial, people, culture, OGSM etc. The company hasn’t used its credit lines for years now and has also qualified it for a 1M EUR grant. Expanded sales & delivery activity in 3 new geos.
@ #hospitality start-up
Build and manage a 3 star – BnB – business near Romania’s thermal capital – Baile Felix.
@ #Manufacturing
I’ve helped creative founders focus on what they know best (produce high-quality tailored goods) while compensating for their lack of experience in running a business that was scaling but was lacking the basics and the cash flow required to back up sustainable growth. When I joined, we were less than 12 months away from bankruptcy.
@ #Manufacturing
After auditing (national level – 35 counties) the sales performance, processes, strategy, and the team behind a local manufacturer with over 100 years of brand awareness history, we concluded that the ship was sinking.
It was believed that the best way to gain/keep market share was merely by lowering the price/cost of production (at least until our competitors were about to embrace the same philosophy).
Radical surgery was required (strategy, sales, operations and HR level) and immediate action was required to keep clients from migrating constantly towards the lowest price, missing out on anything else we had to offer before and after their purchase was made.
@ #Education
Create a new profit center – (400 clients, 35 staff members, 30 clubs) – Extracurricular Activities, Summer Camps and Professional Development clubs :
– identify the true needs of the customers and tailor a program along with a marketing strategy that will match these, taking into consideration the possibilities and limits provided by the current infrastructure
– build operational procedures that will speed up the problem-solving and decision-making process
– interview, train and appraise club coordinators and middle managers
– build a new customer care approach and develop a billing follow-up strategy
– create a cost management system
– implement, manage and develop a sustainable and profitable cross-selling service that will serve as an ambassador for their brand and reputation
@ #hospitality
From the beginning, the main aim was to attract a larger pool of clients offering diversified services, without compromising on price and quality, but aiming to increase the sales revenue.
Sustainability was assured by selling tennis classes; as for growth, this was impossible without building new profit centers. Investments were necessary, but any modifications that needed to be made had to take into consideration the fact that tennis is a unique sport that requires special conditions to be performed.
In addition, a fast return rate on the investment was expected.
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