More about the interim manager
The interim manager is a managing director with 20 years of experience in the successful realignment and restructuring of medium-sized manufacturing companies in various industries and turnover sizes (35 to 180 million euros, 75 - 1,400 employees). His core competencies include managing companies in challenging situations with a focus on sales and marketing as well as process and cost optimization. In recent years, he has also placed a strong focus on exploiting the potential of digitalization.
The interim manager's strengths include an extremely quick grasp, good analytical skills and the ability to inspire a team and take them in a new direction. He is particularly comfortable in difficult and challenging situations and always finds constructive solutions. He has the courage to break new ground, is strong in decision-making and implementation, takes unpopular decisions when necessary and implements them. His management style is characterized by open communication and delegation with a high degree of responsibility. He treats employees, service providers and customers as he himself would like to be treated: with respect and trust.
After completing his practice-oriented degree in business administration at the Ravensburg University of Cooperative Education, he quickly took on positions of responsibility in sales and marketing at larger companies, including setting up the sales organization of an American vacuum cleaner manufacturer and sales management at Duracell Germany.
With his move into the manufacturing industry, his focus shifted to managing and realigning medium-sized companies in challenging situations. These were subsidiaries of international companies and portfolio companies of private equity or financial investors.
Examples include the German subsidiaries of a Japanese and a French manufacturer of ophthalmic lenses. The tasks ranged from the realignment of sales and marketing to process and cost optimization to plant closures. As a result, double-digit growth rates were achieved in both companies and operating profits more than doubled.
Further milestones included the successful restructuring of a market leader for dental prostheses and the establishment of a system provider for lighting solutions in the B2B market from a self-administered insolvency and further acquisitions. Here, turnover rose from 8 to 35 million euros in less than three years.
