More about the interim manager
As an interim CFO or interim CRO, the interim manager steers companies safely through far-reaching changes. He assists with realignments, transactions with associated companies and restructurings. The management of foreign subsidiaries is often part of his mandates. He also focuses on liquidity management and bank-financed corporate transactions.
His clients are medium-sized companies and group subsidiaries with an annual turnover of between 25 and 100 million euros. As a rule, these are manufacturing companies (small series, contract manufacturing), but also wholesalers and service companies.
In addition to focusing on finance, controlling, IT and purchasing, the interim manager also focuses on employee management and development in difficult situations. This also includes fair dealings and negotiations with employee representatives, particularly in the case of personnel adjustments in the context of restructuring.
The interim manager has worked in subsidiaries of a group and was responsible as CFO in Spain and Argentina for ten years, among others. He was also responsible for subsidiaries in the USA and China, among others. This was followed by positions as CFO in medium-sized companies owned by private equity investors. Following a successful exit as part of a management participation, the interim manager has now been working independently as CFO and CRO for almost ten years.
Due to his extensive experience abroad, the interim manager is very well placed to ensure smooth and rapid integration in a multicultural environment and with a strong understanding of local particularities.
The interim manager's personality combines driving, action-oriented forces with cautious, considered behavior. They have high standards and approach tasks analytically and rationally. The interim manager is considered to be decisive and is used to working under high pressure. Achieving clearly defined goals is important to him.
Transparency and clear communication are particularly important to him. Even and especially in difficult situations, his strengths lie in personnel management and motivating employees. Proactive involvement and cooperation with employee representatives is a matter of course for him and a lived practice.
