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This solution brief shows on two pages what interim management brings to customer service & CX: who leads from day one, when the picture is clear, how the 100-day plan takes hold and what stays after handover. With a worked example on the cost of waiting, evidence from 18 years of line responsibility and the way to a free Results Check.
At a glance
– Four fields of action: leadership gap, turnaround, build & scale, and sourcing & change – from a departing head of service to a partner switch or post-merger integration.
– Typical roles in a mandate: Head of Customer Service / CX, Director Operations / Site Director, Vendor & Outsourcing Management or interim MD.
– Behind the offer: 18 years leading customer service & success, CX and business development, and 10 years of full P&L accountability including strategic financial planning.
– At IDnow: 950 FTE led across in-house and outsourced teams in 6 countries, cost per transaction down 14%, first offshore site launched in line with BaFin and eIDAS.
– At Transcom in Halle: a site with €10–30m in revenue back in the black, contribution margin steady above 30%, growth from 220 to 450 employees.
– Three steps to get started: a free 30-minute Results Check, a mandate agreed in writing, and a start usually within 2 to 4 weeks.
The solution brief sets out four situations where Matthias Werlich steps in as interim manager – at short notice, for a defined period and with a full mandate. In a leadership gap caused by departure, illness or parental leave, he keeps operations stable so decisions don't pile up. A turnaround means costs too high, quality too volatile, margins too thin. For a new site, channel or nearshore or offshore go-live, he ramps up in a structured way without quality slipping. And on sourcing – in-house, outsourced or hybrid, a partner switch, post-merger – he steers the transition until operations are stable.
The evidence comes from line roles, in outsourcing and in-house service alike. At TELUS International in Leipzig (formerly CCC), an account he took over grew revenue by 30% in three years, and employee satisfaction rose 27% in 18 months. As interim CEO, he led a SaaS company in digital marketing from a local, owner-managed business into an international mid-sized group.
Short enough to decide on
Made for managing directors with a key service role vacant or a project that can't wait. Because the brief pulls fields of action, evidence and next steps together in one compact format, it works well as a basis for internal discussion. DStratiCX is a member of CCV – Customer Service & Call Center Verband Deutschland e.V.
The path is short. In the free Results Check you spend 30 minutes finding out where it hurts and whether interim is the right lever – confidentially and without a pitch. After that, goals, authority, duration and success criteria are put in writing. If there's no lever, you'll hear that too. For the full calculation, with a comparison against a permanent hire and consultancy, the 100-day roadmap and cases, read the whitepaper “Interim Management”.
