More about the interim manager
The interim manager has been a senior executive since 1991. Since 2001, he has taken on tasks as an external IT manager for companies of various sizes and industries, often in the role of interim CIO.
His focus is on mastering critical situations: whether it is a project that is not progressing properly and no one really knows why; whether it is the implementation of an organizational change where the foundations and general direction are still unclear; or whether it is within a line organization where the incumbent (CIO, head of data center, etc.) has unexpectedly left and an experienced manager needs to take over to stabilize the situation.
His professional career began in 1986 in IT at the Daimler Group, where he became head of department after five years. His subsequent positions included various tasks such as managing a large SAP project at Daimler, setting up an internal SAP consulting team at Bosch and Europe-wide responsibility as CIO of the Power Tools division at Bosch.
Thanks to his practical experience, the interim manager is able to work on both agile and classically managed projects. His diverse assignments have taught him that, at the end of the day, it is important to create a constructive and communicative atmosphere within the team. Methodology and technology are rarely a problem for project teams.
Rather, organization, communication and leadership are the areas in which he is repeatedly called upon as an interim manager or crisis manager in projects to find solutions quickly or to save a deadlocked situation. Ultimately, the success of the project always depends on how well he can convince the client's managers to play their part in the solution. Absolute transparency and open communication are the basic prerequisites for this.
