The client for the interim mandate was a European high-tech company. The family-owned company is a global leader in 3D printing for additive manufacturing and medical applications. It employs around 1,000 people worldwide. Its customers come from various industries such as medical technology, automotive, aerospace, research and universities. Customers conclude software contracts to produce 3D products on their own 3D printers using the special software or have prototypes and small series items produced in 3D.
Very critical initial situation with numerous challenges
The German-based head office for the DACH region had been experiencing serious management problems for years and was becoming increasingly "independent". The situation at the subsidiary was disastrous: there were several changes and lengthy vacancies in the management team. The results fell far short of expectations. After a far-reaching restructuring and the closure of a division in Germany, there was a fluctuation of qualified employees, including redundancies. There was enormous mistrust on both sides - head office and subsidiary. There was virtually no communication and only very inadequate reporting. The remaining 4 business units in Germany did not work together and were not interested in each other, even though they sometimes served the same customers.
Broad-based project assignment with a focus on communication & sales
The interim manager was given a comprehensive project assignment:
- Reorganize the DACH sales organization
- Create sustainable structures
- Build trust on the part of the headquarters and the subsidiary
- Mediate between the business units
- Recruit new employees
- Utilize growth potential and generate sustainable success
The interim manager was in an executive position and responsible for sales, marketing, service, controlling and HR in the GmbH for the DACH region. The project was initially scheduled for 6 months, but then lasted 3 years.
Building trust at the subsidiary and at head office
The first task was to restore communication skills. At the suggestion of the interim manager, the company introduced the open-door principle at the subsidiary in Germany. In order to create as much transparency as possible between the individual business units, she held discussions with all employees. A weekly TGIF (Thank God it's Friday) lunch with everyone and a bar with an open coffee kitchen promoted mutual professional exchange - and created the basis for new trust.
In the relationship with the head office, direct personal cooperation (not just via emails) at administrator level was strengthened by employees from the head office and subsidiary visiting their colleagues on site. As a result, mutual accusations were gradually replaced by joint cooperative action.
Weekly telephone calls with the head of the business unit at head office were another building block for creating understanding and building trust. This also formed the basis for realistic budget planning and weekly forecasting.
Introduction of reliable reporting and sales controlling with KPIs
The interim manager introduced key figures such as key performance indicators for sales controlling. The KPIs were developed in all areas together with the employees. Progress was regularly reviewed and communicated on the notice board and at the TGIFs.
Customer planning, customer management and sales funnel professionalized
At the same time, the interim manager developed sales from a purely technical level to relationship management with professional key account management. Among other things, this included the necessary documentation in the form of customer planning, customer management and sales funnels.
In addition, target agreements and performance appraisals were introduced for continuous employee development. Official employee appraisals took place on a quarterly basis, while unofficial communication took place automatically over coffee.
Sales increased by 30 percent - number of employees also grew
The motivation and retention of the existing workforce during the transition and realignment phase was achieved quickly and the number of employees was continuously increased.
The sales processes and target achievement were improved and exceeded in coordination with the head office. Sales increased by more than 30 percent in two years and EBITA improved by more than 50 percent.
The professional key account management generated new leads with industry leaders. In addition, a long-term strategic technology cooperation was established.
