More about the interim manager
The industrial and business management graduate already specialized in human resources management and employment law during her business studies. "Right from the start, I was fascinated by the task of achieving competitive advantages for companies through excellent, proactive HR management," says the interim manager when asked about her motivation.
"I was lucky enough to be introduced to strategic management methods by Burkhard Schwenker, who later became CEO of Roland Berger." Her view of HR management issues is therefore always a strategic one. The development of HR target operating models and HR roadmaps is therefore one of her main areas of work.
What appeals to the manager about HR consulting and interim management is that she has to penetrate business models and strategic success factors very quickly in order to identify deficits in HR work. The development and reorganization of HR departments for start-ups, growth companies and SMEs is a second focus of the work of this strong implementation manager.
"My strength is bringing order to chaos," says the interim manager about herself. She achieves this through a thorough analysis and documentation of existing processes: "Often a necessary Sisyphean task in order to subsequently optimize and digitalize HR processes."
Her many years of operational experience ensure trust and acceptance in HR departments. She finds this important when she questions established processes as an external consultant. "We all know that strength lies in calm," she says when asked about her personality. "I'm at my best when no stone is left unturned during company transitions, closures or relocations," she confesses. The interim manager has demonstrated this expertise in the negotiation and implementation of numerous redundancy plans in the financial industry.
