More about the interim manager
The interim manager works primarily as an interim CRO, restructuring consultant, project manager and management coach. He also regularly prepares commercial due diligences with partners, particularly in TIMES sectors.
In addition to his extensive commercial expertise, he developed a technological focus early on. This predestines him to successfully act as a bridge builder between specialist departments and IT in projects. For example, he designed software for online applicant management over 20 years ago, established video conferencing in international recruitment of high potentials in cooperation with Bertelsmann, advised top 100 companies on the selection of telecommunications services and managed complex software projects for many years, including in the fashion industry.
The interim manager is best characterized as a crisis manager. He is hired primarily because of his strong business, organizational and technological expertise combined with experience from a wide range of industries. His versatility is an expression of a business based entirely on recommendations, which has repeatedly presented him with new thematic challenges. In doing so, he creates solutions that are very individually tailored to the needs of each client. He is not perceived as a traditional consultant, but rather as a highly motivated source of inspiration and sparring partner who is willing to roll up his sleeves and get into the engine room of the company.
His clients always respond particularly positively to how well he manages to gain a deep understanding of products, services and processes in a short space of time. He is very good at gaining the trust of teams and successfully shaping projects together on this basis.
His clients also appreciate his emphatic approach to employees and managers as well as his ability to build a good working relationship with difficult characters and activate their potential. In his projects, he is now increasingly taking on the role of mediator between management and shareholders when corporate crises lead to crises of trust between the parties involved.
Over the years, his focus has shifted from large corporations to SMEs. Here, he values entrepreneurship, decisiveness, flat hierarchies and a great deal of creative freedom.
The interim manager has been working independently since his studies and has repeatedly cooperated with well-known management consultancies and gradually expanded his areas of expertise. He has also been successful as a company founder and has gained his own management experience.
