More about the interim manager
The interim manager's commercial expertise combined with his strong affinity for technology makes him an excellent option for mandates as interim CEO, CFO, CRO or for demanding interim advisory projects of a commercial nature as well as for supervisory and advisory boards. He also sees his added value as a portfolio manager in medium-sized corporate groups with a turnover of ten to 50 million euros.
The interim manager has a track record of more than 25 successfully completed company acquisitions and successful post-merger integrations (including management and support from restructuring to growth).
He builds his expertise on 30 years of experience in the industrial SME sector. As a member of the management board of a listed industrial group, he was primarily responsible for acquisition support and investment management. During his 25 years of employment, he was jointly responsible for the acquisition, management and support of a large number of companies in various sectors during growth, consolidation and restructuring phases. As part of a small team, he played a key role in the success story of a listed industrial group: the development from two to 18 direct investment companies with a sales volume of more than 500 million euros and around 2,800 employees.
His success can be attributed to his special ability to take a holistic view of a company. With his great expertise, he succeeds in breaking down and overcoming barriers between company divisions and their employees. His balanced yet persistent and decisive demeanor contributes significantly to this.
The interim manager sees it as necessary to take creative action together with employees. Design is an expression of a creative process in which structures, processes and ideas are modified, changed and/or further developed.
It is important for the interim manager to know every day in the company: Was it a good or bad day? Preferably in advance. As one of the essential foundations of entrepreneurial action, he deals with conclusively answering questions such as: With which article or project, with which customer, via which sales channel, with which resources, at what capacity utilization can profits be achieved? He himself refers to this as "core management".
The interim manager is also a proven expert in internal and external accounting (HGB with knowledge of IFRS), in setting up and developing reporting and key performance indicator systems and closed planning calculations, as well as in supporting company acquisitions and disposals and the resulting post-merger integration.
In the companies successfully managed by the interim manager, it was possible to find and implement future strategies and to align the company in the medium and long term to compensate for typical SME weaknesses (controlling, financing, contracts), to further develop the existing corporate culture and to consistently establish and expand commercial and technical processes in a future-oriented manner. He aligns measures and actions with the needs and opportunities of the respective company.
He describes the fascination of SMEs as an ability to master existing and future challenges and changes together with the shareholder(s) and employees of a company in a collaboration based on appreciation, trust and reliability.
