More about the interim manager
The interim manager describes herself as a "thoroughbred controller". She creates transparency and uses this as a basis to develop concepts for realignment, restructuring and reorganization that work in practice. The interim manager's main target group is small to medium-sized SMEs from the high-end trade and manufacturing sectors (steel, metal, polymers, packaging).
She takes on mandates as interim CRO to efficiently lead companies out of crisis situations. She also acts as interim CFO in companies that want to make their finance department fit for the future, for example by setting up transparent reporting as a basis for reliable investment decisions.
The interim manager has an entrepreneurial personality. Coming from a family of merchants, she has been familiar with the special challenges of (family-run) SMEs since she was a child. After completing her studies (finance, controlling, banking), she quickly set up her own business as a management consultant in 1998. In the process, she gained extensive experience - from medium-sized craft businesses to industrial groups.
In numerous projects, the interim manager has gained above-average practical experience. Her analyses of the financial situation are incorruptible and form the basis for sustainable solutions. She does not develop these solutions alone, but always in close collaboration with internal and external stakeholders.
The interim manager impresses with her extensive controlling expertise, including the associated (digital) systems. As a manager, she impresses with clear guidelines. Thanks to her proactive communication, she succeeds in communicating these goals transparently and getting everyone involved on board. Where necessary, she does not shy away from difficult situations. This also includes, for example, objectively evaluating and critically questioning competencies within the organization - in the teams and the workforce as well as at management level.
