A listed group had set itself the goal of conquering the growth market of medical technology. The group produces carbon and carbon fiber reinforced plastics (CFRP) for the aerospace, wind power and automotive industries. Until now, however, it had hardly any experience in medical technology (MedTech). The Management Board therefore commissioned the interim manager, who had experience in medical technology, to set up the MedTech business unit and integrate it into the Group.
Strategy developed for new business unit and first pilot project acquired
The establishment of the new business unit was a greenfield project. The interim manager was therefore initially faced with the challenge of identifying the Group's potential in medical technology and developing a strategy from this. Once he had formulated robust approaches, he backed them up with business plans. With the help of his extensive network, the interim manager then identified a medical technology company that was prepared to implement an initial pilot project together with the Group.
The pilot project involved innovations for an exoskeleton, i.e. an aid to support the spine. The project partner had previously used metal support struts for this orthosis. These were now to be replaced by carbon fiber-reinforced plastics. Among other things, this should make it possible to make the exoskeletons lighter and more dimensionally stable.
Pilot project implemented in just nine months using agile methods
When the pilot project began, the interim manager set up the necessary structures using agile project management (Scrum). Through internal recruiting, he formed a team of five permanent and three temporary employees within a very short space of time. Agile project management made it possible to achieve measurable progress again and again within a short space of time. The new exoskeleton was ready for the market after just a few months and generated its first sales after eight months, which have since grown strongly.
Further pilot projects developed and basic research expanded
Thanks to this success, the interim manager was quickly able to acquire additional project partners. He also convinced the management to invest in basic research projects. The interim manager also managed these basic projects for the production of special MedTech components made from CFRP materials in an agile manner. At the same time, he drove forward the Group's marketing activities for the new business unit, making a significant contribution to positioning the Group as a MedTech partner.
New business unit successfully integrated as a profit center and handed over to the Group
He successfully integrated the newly created business unit into the Group structure as a new "profit center" in line with the order. The first sales were already generated in the third quarter after the start. At the end of the mandate, the interim manager handed over the MedTech profit center to the Group with an order backlog of around one million - including the established team. Furthermore, the successfully implemented project has created additional sales potential of three to five million euros for the following two years.
