More about the interim manager
The interim manager has more than 35 years of experience from a wide range of projects as well as previous line functions and positions as a managing director. He has specialized in supporting his clients' management teams in solving a wide range of special tasks with his extensive expertise. If required, it is possible to take on line responsibility.
The interim manager has many years of expertise in the project business of mechanical and plant engineering, building technology and engineering services. In more than 40 assignments as a restructuring manager, he has acquired an even broader range of experience, for example in the automotive supply industry.
The interim manager is very familiar with the requirements of financial investors and banks. He has been repeatedly commissioned by financial investors, for whom he has also frequently carried out the business due diligence of newly acquired companies and supported their development after the acquisition. The interim manager also has particular experience in the implementation of major projects in the field of mergers and acquisitions, including internationally. In general, he is very familiar with the management of global subsidiaries and plant construction projects as well as international requirements.
As a graduate mechanical engineer with a postgraduate degree in industrial engineering, the interim manager has already intensively developed the ability to solve difficult tasks and special corporate situations across departments in his first years in a line function. He was initially a consultant at a US management consultancy, and most recently spent more than seven years as managing director of companies with intensive strategic and operational restructuring requirements with up to 2,000 employees. In addition to the usual functions of the CFO department, he has also gained extensive experience in other technical corporate functions and in overall responsibility as CEO.
He was already involved in restructuring tasks at the former conglomerate Salzgitter AG. After two years as Head of Corporate Planning and Controlling at the rolling mill manufacturer SMS DEMAG, he was responsible for the commercial management of major international projects. He then took over as CFO of the chemical plant manufacturer LURGI OGC GmbH during a difficult period of market upheaval. As CFO and CEO, he then restructured an RWE subsidiary in the building technology sector. The surprising sale of this company to a competitor in 2001 marked the start of the interim manager's self-employment.
Clients describe him as an extremely efficient and structured manager who develops improvement measures very quickly and creatively with his team and immediately implements them. His appearance and communication with all levels of the company as well as with banks and supervisory bodies are professional. Representatives of the employee side particularly appreciate the factual approach and openness of the interim manager - even in unavoidable controversial situations.
