More about the interim manager
The business executive and engineer for production and manufacturing technology is an accomplished expert in mobility projects. Since he began working as an interim manager in 2012, he has successfully led more than eight companies through crises or transformations. The focus of his mandates are activities as CEO, CSO or CRO in medium-sized companies in the rail vehicle construction and automotive sectors (Tier 1 and Tier 2) as well as in mechanical and plant engineering. In addition to C-level roles, the interim manager also takes on mandates in B2B sales in these markets.
The interim manager feels particularly at home in complex and challenging projects. For example, he and his team have managed an average of 22 rail vehicle projects in parallel, always meeting the time, cost and quality targets. For an aerospace technology company, he successfully managed the market entry with rail vehicle manufacturers and mobility service providers in just six months - also thanks to his extensive personal network.
The interim manager, who has almost 30 years of experience in medium-sized industrial companies, is a specialist in corporate management, strategic business development and B2B sales of products and services that require technical explanation. He creates sustainable value for his clients by quickly analyzing tasks and objectives and bringing about pragmatic solutions.
As a trained engineer in production and manufacturing technology, he understands both the operational deployment in production-oriented projects and the overall management of company units.
With motivation and proactive communication, he takes employees and team members with him. If necessary, he coaches those involved in order to successfully secure complex projects and efficient multi-project management in a cooperative manner.
His goal is always to remain a technological and innovative leader. This is because the interim manager believes that only products and services with USPs (Unique Selling Propositions) offer the added value that customers are happy to pay for. When managing development and sales units, he therefore attaches great importance to integrating the findings from discussions with customers into the development of products and contributing to the development of innovative products. In this way, the development or adaptation of corporate strategies at various technology leaders has led to market share gains and the maintenance of market leadership in the respective area.
The interim manager has international experience. He has successfully managed industrialization and business development projects in Europe, North and South America and China. In addition to active and appreciative listening, his open attitude, genuine interest and understanding of customers' real issues are crucial to his sales success. When managing sales units locally and remotely, he therefore places particular emphasis on motivated teams, transparency in communication, an open feedback culture and a great openness to the challenges of the respective markets
