A manager who is preparing a stake in Thamesford logistics for what he believes is a difficult conversation with Thamesford Logistic Chief Financial Officer (CFO), on a current project, despite the fact that the manager has a legal dispute with the CFO to another business. In the recent past, the manager and the CFO partners were trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and … Read more »

A manager who is preparing a stake in Thamesford logistics for what he believes is a difficult conversation with Thamesford Logistic Chief Financial Officer (CFO), on a current project, despite the fact that the manager has a legal dispute with the CFO to another business. In the recent past, the manager and the CFO partners were trying to package and sell a mining project on behalf of the mine owners. The agreement between the two has expired and CFO further advance the project, cutting the manager from the proceeds. A disagreement over the ownership of the success fee led to the manager the action against the CFO. Meanwhile Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the superintendent and CFO together on the deal. The manager is how he should meet with the CFO, what should he say what he did not say, and what he wanted to achieve by the end thinking approach.
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from
Michael Sider
Ken Mark
Source: Ivey Publishing
5 pages.
Release Date: 13 November 2009. Prod #: 909M90-PDF-ENG
Jim lander in Thamesford Logistics HBR case solution

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