More about the interim manager
Interim managers are not brought in when everything is running smoothly. The supply chain management and digitalization expert is well prepared for this. He has been working as an interim manager for companies in the automotive supplier, mechanical and plant engineering, process technology, pharmaceutical and retail sectors since 2010. During this time and ten years as a consultant, he has developed an extensive toolbox of methods in the areas of supply chain management, purchasing, production, logistics and value analysis. Especially when things are not going so well, he is able to achieve set goals with competence, energy, patience and persuasiveness. His particular focus is on customer benefit: Be it savings in purchasing, improvements in customer and supplier relations or efficient processes and workflows.
The interim manager quickly familiarizes himself with new tasks and has a good eye for identifying problems. His mathematical knowledge enables him to quantify solutions and create model calculations.
As an engineer and process technician, the interim manager is familiar with process thinking and control loops right from the start. His intensive involvement with simulations still helps him today to check ideas before implementation and to improve them afterwards.
Thanks to his professional background, he is familiar with most of his clients' processes and problems. He initially worked for three years at an engineering office for plant construction in civil engineering, before joining an automotive supplier where he was responsible for stamping, injection molding and toolmaking. After working as a managing director at a manufacturer of measuring instruments, he switched to consulting for SCM, purchasing, value analysis and process improvements in 2001. He has been working freelance since 2010.
The thing that appeals to him about interim management is implementing good ideas quickly. Challenges spur him on - especially when they initially seem unwieldy.
The interim manager has a clear idea of how things should be done. He is a good listener and can also communicate complex projects well. His dealings with people are always respectful and goal-oriented. He is able to lead employees in a motivating manner.
Not least, the interim manager is characterized by intercultural competence. In various projects in other European countries, India, South East Asia and China, he has become familiar with and mastered a wide variety of cultures and work situations.
