Practices

NewBridge Partners’ business is fairly divided into three main practices:

• Transition management: bringing in interim managers or experts to oversee transition situations, to provide ad-hoc support for the top management team or to provide shift of perspectives on a specific situation.

i.e.: in the textile industry, a plant GM took a sudden leave of absence, while being the only person with direct reporting line to the headquarters. NewBridge appointed one of its managers as a delegate to cover for the GM for 6 months.

• Performance improvement: running projects designed to step up – often urgently – the performance of operations or functions.

i.e.: a large French automotive company's 2-wheeler division, faced with rapid decline due to competition from low-cost players, was forced to secure low-cost sourcing in China. NewBridge set up a JV platform within a short timeframe, including the selection of the partners and the negotiation of JV agreements, the follow-up of the industrial site's construction, the set-up of the product platform and the recruitment of CEO and Director of Quality.

• Restructuring and turnaround: handling operational and financial transformation assignments, including spin-offs and redeployments, on behalf of top managers or shareholders

i.e.: a €10bn packaging group, in a phase of massive strategic redeployment, needed to carve out and divest one of its non-core business units which had been facing serious losses for 10 years. NewBridge successfully led the project, increasing EBITDA margin from 5% in year 1 to 14% in year 2 and then selling the BU on time with value creation of €30m.

NewBridge is capable of conducting missions in various key economic sectors, but its clients mainly operate in manufacturing and B2B services. Moreover, thanks to the variety of its managers pool, NewBridge can handle a wide range of positions and responsibilities all over the world.