More about the interim manager
Whether reorganization, restructuring, process optimization, cost reduction, migration of ERP systems or the creation of transparency: the interim manager always works as a manager of finance departments across departments in order to achieve sustainable and resilient results. His high affinity for numbers and IT form the basis for quantitatively assessing problems and developing clear objectives.
The interim manager can look back on almost 30 years of professional experience in a wide range of roles - from research to consulting to top management. He has worked for small start-ups, medium-sized companies and large corporations in various industries. Before entering interim management, he worked for seven years as CFO for medium-sized foreign subsidiaries of a DAX-listed company (HeidelbergCement).
As a career changer in the financial sector, the interim manager's focus goes far beyond finance. His clients benefit from his extensive experience of analyzing numerous operational processes in a wide range of industries, e.g. aerospace, banking, IT, steel and cement, in order to define and implement suitable improvement measures. An important focus of the interim manager are processes around shared service centers (e.g. order-to-cash, purchase-to-pay, payroll, reporting, budgeting), but also liquidity improvements as well as the introduction of KPI systems and continuous improvement initiatives. The interim manager has repeatedly succeeded in significantly reducing costs and process times while improving quality through the automation (digitalization) of manual tasks.
Executives and teams attest to the interim manager's ability to keep a cool head and deliver the agreed results even in difficult situations such as reorganization, turnaround and post-merger integration.
Not only, but also due to many years of experience abroad as CFO in Italy, the interim manager has a high level of intercultural competence and a strong understanding of how to deal with each other, especially in international teams.
In project management with personnel and budget responsibility, he has learned to involve those involved in the redesign of processes and organizations and to motivate them for the common goal. When implementing large and complex change processes, he is particularly interested in bringing internal and external implementation partners closer together, motivating them and leading them to a coordinated result.
