More about the interim manager
The interim manager usually advises his clients in special situations such as the loss of the CFO and during or after company acquisitions. Another focus is restructuring. In addition, the business lawyer creates sustainable added value through controlling projects, with which he creates transparency on financial data, key performance indicators, performance improvement and project accounting (e.g. investments and divestments, site closures). Regardless of the task, his clients benefit from the wide-ranging wealth of experience that the interim manager has acquired at Roland Berger, PricewaterhouseCoopers and Daimler, among others.
The Interim Manager Finance & Controlling offers ten years of experience in finance and corporate management issues. The focus here is on experience as CFO and senior project manager. Some of his typical tasks: M&A, restructuring, organizational structuring and development, business planning, cash planning, business development and strategy development.
Whether partial restructuring or reorganization reports, whether operational implementation of measures or strategic concepts: The interim manager attaches great importance to ensuring that the solutions he develops can be implemented pragmatically and efficiently.
The manager has gained his expertise in industrial groups (Daimler AG), top management consultancies (Roland Berger, PricewaterhouseCoopers) and private equity companies, where he has always been able to solve challenging tasks as a project manager and interim CFO. For example, as interim CFO of an international electrical engineering group, he set up the entire finance department as a post-merger integration and managed a team of 18 employees. As a project manager, he helped an international automotive supplier to improve its financial performance and develop a concept for site consolidation in order to maintain a sustainable competitive position and supplier status with the major OEMs.
As an experienced manager with leadership roles in various situations (e.g. senior project manager with changing teams or CFO), clear and open communication between employees and managers is very important to him. Among other things, he uses short daily stand-ups in project situations to keep the entire team on the same level of information and to manage coordination requirements or collaboration potential between employees.
Clearly communicating tasks and expectations has always helped him to create a transparent and fair working environment for all parties. In addition to dealing with day-to-day business, it is also important to the manager that potential is encouraged and that employees always have a goal in mind. He is therefore always looking for opportunities to develop his employees and acts as a mentor for them.
