More about the interim manager
The interim manager is an internationally experienced entrepreneur and consultant for SMEs with a focus on the manufacturing industry. He has over 20 years of active management expertise in medium-sized groups of companies in the steel and metal processing sector and their customer industries (e.g. automotive and automotive supply industry, mechanical and plant engineering, medical technology, tool, construction, solar and electrical industries).
The focus of his interim and consulting activities is on strategic positioning in sales and procurement markets and increasing profitability through KPI-based early warning systems. He also focuses on succession consulting, M&A and business transformations.
After studying economics at Ruhr University Bochum, he completed a trainee program at the German Steel Federation and then spent 25 years in senior management positions at medium-sized groups of companies. Between 1997 and 2011, he was a manager, authorized signatory and ten years managing (minority) partner (ten percent) of a medium-sized group of companies in the steel processing industry. During this period, he was also Chairman of the Board of Directors of a German-Swiss joint venture in Biel (Switzerland) for five years.
He then worked for eight years as (sole) Managing Director of a medium-sized copper and steel processing group with a German parent company and two subsidiaries in France. Before starting his freelance consulting career, he was Managing Director (CFO and CSO) of a medium-sized steel processing group with four production sites in North Rhine-Westphalia for two years.
The interim manager has an additional qualification as a "Certified M&A Specialist", has extensive restructuring and reorganization experience (including as a protective shield procedure in self-administration according to § 270 b InsO (ESUG procedure)) and was an honorary judge at the Saarbrücken Labor Court for many years.
He advises and supports his clients on all overarching CEO issues (e.g. corporate strategy and its development, restructuring, succession planning, M&A processes), in all CFO functions (finance/controlling, HR, IT) and has particular practical expertise in all CSO issues (sales, sales processes, etc.). His strong market and customer orientation is characterized by a high demand for reliability, which gives him the ability to build and maintain strategic customer and supplier relationships.
He always pursues the goal of realizing measurable added value and benefits for the commissioning companies through his consulting services.
He stands for a market and customer-oriented strategic way of thinking and has a pronounced hands-on mentality. His management style is very open, direct and communicative in order to convince employees and colleagues and take them along with him on the path he has chosen. In his opinion, this increases employees' motivation and performance. He has the ability to motivate employees and make them identify with their workplace and employer. At the same time, he develops his own strong identification with his employer and workplace. He is a strong implementer in day-to-day business with a clear target orientation and has a strong ambition to achieve agreed targets.
