Interim Manager: The picture showed a golden ceiling.
MANAGER PROFILE
Manager with enthusiasm for complex change

Manager with enthusiasm for complex change

  • Production and plant relocations in the manufacturing industry
  • Restructuring: post-merger integrations, crises and insolvencies
  • Assembly and production: lean management, Six Sigma, Kanban, 5S implementation

"As a manager, I am passionate about complex change"

Qualifications

Mining Engineer - MBA - Lean Master - Six Sigma Black Belt - Foreign languages: English

Stations

Bell Equipment - Will - ASSA ABLOY - Melchert - DSK AG

More about the interim manager

360 degree change management, complex restructuring scenarios as well as production and plant relocations in an international context inspire the interim manager. With profound experience from operational plant management in an international context, his expertise lies in the implementation of cross-divisional and complex change projects, which often have decisive company-wide effects. With a focus on process efficiency and profitability, he leads post-merger integration projects to sustainable success - and knows how to de-escalate problematic situations in this context in a results-oriented manner.

The interim manager also succeeds in motivating people and employees and involving them in the transformation in order to bring new structures and processes to life with operational excellence and best-in-class manufacturing. The Interim Manager's particular strength lies in implementing these changes using lean management methods and as a Six Sigma Black Belt with maximum efficiency.

The Interim Manager is an experienced strategist with more than 20 years of international management experience in a wide range of manufacturing industries. He brings proven expertise from production relocations, know-how transfer, start-up management, post-merger integrations and insolvency situations. Among other things, he has successfully relocated production for ASSA ABLOY from Germany to Romania and successfully implemented a PMI for Knippex for an acquired plant in Hesse.

He has extensive experience with operational excellence from OEM companies, supply chain management and Kanban implementation. He is just as familiar with just-in-time and just-in-sequence as he is with value stream mapping and international logistics concepts.

His strength lies in the implementation of complex change management, transformation and restructuring projects in the manufacturing industry. With a keen eye for the essentials, he involves employees, interdisciplinary departments and external partners in finding solutions and exemplifies leadership at eye level. He is passionate about intercultural projects and processes that bring people and technology together

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Created by Charly Kahle
Last updated on 17.03.2025

Articles
by this manager

Post-merger integration of an acquisition threatened by insolvency.

Restructuring and post-merger integration of an acquisition threatened by insolvency

A German global market leader (1,200 employees) in the pliers industry had acquired an owner-managed, medium-sized, traditional company in the sector out of insolvency. In order to return the acquisition to profitability in the short term, a drastic restructuring was necessary. The aim was to reduce manufacturing costs and improve quality standards as well as to optimize process interfaces adjacent to the production ...
Symbolic image for the relocation of production at a German site to Romania

Production relocation of a German site to Romania

An international Swedish group of companies in the locks and fittings industry had acquired a long-established company. The buyer planned to relocate production to Romania as part of the acquisition. The interim manager was tasked with planning, managing and implementing the relocation as well as managing the German site.

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