More about the interim manager
The interim professional is an internationally active C-level executive for crisis, upheaval, special situations and growth. One focus of his mandates is restructuring, reorganization and averting insolvency. A second focus is on growth initiatives in sales and marketing. He is usually mandated as CEO or CRO, as well as advising and coaching owners, managing directors and board members. His industry focus is on household appliances, kitchens and furniture, branded goods, consumer and durable goods, mechanical engineering, power tools, retail and services.
In his various mandates, the doctor of economics has, for example, implemented a restructuring program for the financial investor KKR in a private equity company as Deputy Chief Sales Officer and Chief Marketing Officer and accompanied the IPO of the mechanical engineering company. As Chairman of the Management Board of an international group company in the chemicals, trading and services sector, he used reorganization and cost management to reverse losses running into millions in a short space of time. As Managing Director of a medium-sized consumer goods manufacturer, he restructured and optimized performance processes and led the company into a strategic joint venture. As CRO and Managing Director of a premium household appliance company, he was able to avert an acute threat of bankruptcy and put the company back on track with drastic cost-cutting and personnel measures, a revitalization of the brand, the renewal of the product range and the expansion of international sales. On behalf of participating banks, he developed a restructuring program for a company in the healthcare industry and successfully implemented it as CRO and advisor and coach to the managing partner.
Expertise from more than ten mandates and 28 years of top management
The interim manager's clients benefit in particular from his extremely diverse general management expertise. The expert has been working with a management consultancy and as an interim manager since 2005. During this time, he has successfully completed more than ten mandates in corporate groups and medium-sized companies. Prior to that, he was an executive at Bosch and Siemens for 15 years and then a board member at STIHL.
A particular strength of the interim manager is his empathetic, balancing and trust-building personality. Against this background, he is particularly recommended for complex, conflict-ridden tasks in which positions have become entangled and managers have become worn out - and thus acute, paralyzing pressure has possibly already built up that endangers the company.
As an experienced interim manager and consultant, he is able to quickly familiarize himself with specific company situations. As a confident solution finder, he is particularly adept at leading interdisciplinary and intercultural teams in complex optimization, reorganization and restructuring projects. He has also repeatedly demonstrated particular negotiating skills in dealing with works councils and trade unions.
