A single principal. Accountable for delivery.
Division Group operates between strategy and execution — combining formal program structures with agile, opportunity-driven collaboration to hold delivery discipline and build momentum. The model is designed for post-merger integration and other high-stakes change programs where structure and pace must be built simultaneously.
The methodology is set out on the Integrated Transformation page. The service is most effective where senior executives are respected and capable, where there is intrinsic motivation to change, and where collaboration defines how we lead. When these conditions are in place, Division Group complements the CEO by reinforcing leadership's ability to inspire, engage, and mobilize the organization — generating alignment and sustained results.
Eric Teunissen leads each engagement directly as interim COO. The design-led approach to program architecture is central to every mandate — shaping governance, sequencing, and the frameworks from which all plans are derived.
Why the interim model works.
The interim management value proposition is built on five factors that distinguish it from permanent hiring — and make it particularly suited to high-stakes, time-critical transformation programs.
Interim managers are engaged on the basis of outcomes delivered — not attendance. Value is measured by results, not hours. The discipline that creates is structural, not personal.
An interim manager can be in place within days and become effective quickly — critical when time is the constraint.
Interim managers typically operate at a senior level, often sensibly over-qualified for the role. They bring skills and knowledge not otherwise in place and make a noticeable impact from the outset.
Unencumbered by company politics or culture, the interim manager provides a fresh perspective — contributing honestly without threatening the incumbent leadership team.
No recruitment costs, no employer obligations, no long-term salary commitment. The total cost of a fixed-term engagement is often significantly lower than a permanent hire.
What an engagement encompasses.
Every engagement operates across three interconnected dimensions — from the initial framing of the transformation through to what it leaves behind.
An engagement begins with the transformation architecture. Before plans are built, the strategic intent must be clear — the purpose, the change logic, the conditions for commitment. This framing shapes every decision that follows and gives the program a coherent identity that leadership and teams can orient around.
Division Group takes the senior accountable role for program design and delivery — integrating governance, planning, and execution into a coherent whole, leading the program, and making decisions with authority throughout the engagement.
The engagement is temporary. Its effect should not be. Division Group designs delivery models and organizational structures that outlast the engagement — leaving the client with the frameworks and institutional knowledge to sustain outcomes and run future programs with confidence.
Prior work.
Selected engagements led directly by Eric Teunissen, CM — from program design through delivery.
Senior Project Director, a.i.
Accountable for program and project management for the merger of four regional branch banks, reporting directly to the multidivisional CEO. The project received international recognition with a Benelux Enterprise Award. Division Group was subsequently named "Best Banking Temporary Management Resources Provider" by EU Business News and awarded a Worldwide Finance Award by Acquisition International for its M&A interim management services.
Project Director
Led a cross-divisional strategic initiative to develop a new building concept as a client-facing service — spanning design, engineering, manufacturing, and assembly of precast concrete construction across four product divisions, reporting to the COO.
Project Manager
Established an outsourced engineering operation with a partner firm in Prague, handling 30% of the annual production budget and enabling timely order fulfillment for the Flooring Systems division.
The Strategic Intent Schema.
Drawing on the Standard for Program Management (PMI), the interim COO functions as the program's senior accountable executive — leading planning, coordination, and execution across the engagement. This includes shaping the overall transformation architecture and establishing the design intent from which the program takes direction.
Before formal planning begins, a Strategic Intent Schema is developed — a design-based document that frames the transformation in terms of purpose, typology, and meaning. This schema becomes the interpretive compass from which all downstream plans, charters, and briefs are derived. It provides early alignment around the transformation's "why," "what kind," and "what for."
Key planning tools — including the program charter, project charters, and design briefs — are developed in parallel with or immediately following the schema. They give the schema's design logic operational form and carry it into execution. The Strategic Intent Schema is the foundation of the post-merger integration approach.
Start a conversation.
Division Group takes a limited number of assignments each year. Conversations are confidential and carry no obligation.
Get in TouchCommon questions.
What does an interim COO do?
The interim COO assumes full executive accountability for operational leadership during a defined period — typically a transition, restructure, or complex transformation program. The role is not advisory. Division Group leads the work directly: shaping program architecture, holding delivery discipline, making decisions with authority, and building the organizational capacity to sustain outcomes after the engagement ends.
When does an organization need an interim COO?
The interim model is most valuable at inflection points — post-merger integration, leadership transition, a transformation program that has outgrown existing management capacity, or a period where the CEO needs a senior operational counterpart to free the organization to move. The common condition is a high-stakes program where time is a constraint and the cost of slower progress is significant.
How is an interim executive different from a consultant?
A consultant advises. An interim executive leads. Division Group does not produce recommendations for others to implement — it assumes the senior accountable role and delivers directly. This means joining the leadership team, operating with full authority, and being measured by outcomes rather than outputs.
How long does an interim engagement typically last?
Engagements are structured around the work, not a fixed calendar. A post-merger integration mandate may run six to eighteen months. A more defined transition or program design phase may be shorter. Division Group works to defined milestones and exits when the conditions for sustained independent delivery are in place.
What kinds of organizations does Division Group work with?
Division Group works with established organizations — typically mid-to-large enterprises — navigating significant structural or operational change. The firm takes a limited number of engagements per year and engages exclusively at executive level.