Intermediary Management

Intermediary Management is the provision of an impartial third party management layer that offers intermediation management services between two trading parties (, , Incorporated, Corporate & Holding etc). The intermediary of a proven executive management background acts as a conduit for cross party reporting and representation at board level of corporate collaboration activities under taken by the two trading parties. Typically the intermediary manager offers additional value to the inter-corporate activities that may not be possible by traditional direct corporate to corporate management.

History

The concept of intermediary management arose due to increased transatlantic corporate collaborations, where permanent employees from either of the two trading parties could not be seen as truly impartial. Also the requirement for the intermediary manager may exist only for a short period of time, depending on the duration of the corporate collaboration. This style of management service was formulated and pioneered by Manhattan Management Consultancy Limited of United Kingdom.

Factors

There are a number of factors that make intermediary management the popular option that it has become today:

1. Impartiality. Unencumbered by any false loyalty to one or the other trading party a good intermediary manager should provide a true and unbiased perspective view of the corporate collaboration because they work on behalf of both parties.

2. Speed. Intermediary managers can be in place within days as opposed to weeks (essential when time constraints are paramount).

3. Multi-Lingual. Intermediary managers work predominantly on the international stage and tend to have the ability to communicate in multiple languages.

4. Experience. Intermediary managers will be more than qualified for the position they are taking on. They will also have past experience of similar challenges to the ones they are about to face. They should be equipped to have an immediate effect and be productive from the outset, minimising the risk of things going wrong and, more importantly, ensuring successful collaboration between the two trading parties.

5. Objectivity. Unencumbered by any previous involvement in either companies processes or staff relationships, intermediary managers should provide a fresh perspective and be free to concentrate on what's best for the success of the collaboration.

6. Accountability. Rather than taking on a purely advisory role (as a management consultant would), intermediary managers are responsible and accountable line managers who will implement and manage the collaboration.

7. Effectiveness. Operating at joint board-level gives intermediary managers the authority to affect significant change and influence within both companies.

8. Commitment. Intermediary managers are typically committed to an intermediary career. For them, this is never just something they are doing until a suitable permanent position is found, this is their chosen path. A good intermediary manager should enjoy the challenge of the different assignments, take great pride in maintaining the highest standards while realising that they are only ever as good as their last job.

There are a number of different business situations that could result in the need for intermediary management. Typically, these could be situations such as international & national corporate collaborations, .