Industry

Head of Operations / Interim Managing Director Germany

Turnaround of the German-based main company of a group of companies with plants in Sweden, Great Britain, Germany and Switzerland, which had been taken over by a US-American PE company and was due for restructuring.

Industrial goods and plant construction (air filtration)

• Restructuring of the main German company
• Short-term turnaround of the main supplier in the Europe-wide plant network and its business management safeguards for the overall reorganization of the group of companies
• Stabilization of processes and organization

Balance sheet restructuring, positive earnings situation

Due to the above-scheduled success of the measures implemented, not only were the production processes stabilised and improved, but the negative equity capital was also turned around and all key figures in the balance sheet and income statement set to target.

1 year

Advisory Board, Supervisory Board (Non-Executive Director) and Interim Head of the Strategy Committee

Realignment of a globally operating steel construction company with plants in Canada and China into new growth markets for biogas and natural gas processing after an MBO

Engineering, plant construction, gas separation technology

Strategic realignment

Ensuring the strategic and operational turnaround of a Canadian steel constructor in compressed air treatment who is at risk of subsistence to become a global co-supplier of technologically leading methane gas treatment.

• Technology leader in methane gas processing
• Following merger with an engineering company, the company is listed on the Canadian stock exchange and repositioned as a niche leader

2 years

Lead Manager of the analysis team in cooperation with an international investment house, consultant to the supervisory board, head of the analysis team

Presentation of the company situation within the scope of a management-, legal-, financial- and operational-due diligence of a German secondary smelter (recycling) of aluminium and brass for the automotive and sanitary industry after an acquisition by a financial investor and on behalf of the chairman of the supervisory board of the holding company.

Metallurgy, secondary smelting for light metals

Company analysis and recommendations for the Advisory Board

Clarification of complex issues in connection with general dysfunction of the company, including verification/falsification of possible forensic facts, and recommendations for action for the shareholders and mandate holders

• Due Diligence and continuity concept
• Comprehensive DD report with indication of urgent need for action in the event of continued existence of the company and liability for mandates

4 months

Project Manager Human Resources integration of an acquisition

Project HR - Integration of an acquisition. A medium-sized European company acquires a company in Southeast Asia.

Industry

• Understand in detail how the acquired company is managed by HR and what needs to be changed to ensure smooth integration into the Group.
• Analysis of HR processes and practices, job analysis and evaluation & assessment of key talents.
• Data collection and clarification with HR team and management.
• Data analysis and development of suggestions for changes and improvements.

Proposals were then presented to the Group management and the local top management and appropriate decisions were made. Management was able to present changes and improvements to employees within 100 days of the acquisition. From this point on, implementation by local HR management.

4 months

Management Gaming Industry

Start-up of a company in the gaming industry

Premium Gaming Industry

• Establishment, development and successful management of a start-up with focus on a fast time-to-market.
• Business Planning
• Completion of product development
• Product design
• Supplier selection
• Range design
• Onboarding Personnel
• Marketing
• Sales, development of sales channels worldwide
• Testimonial concepts

Successful development and management of the company, timely time-to-market, development of a worldwide sales structure

9 months on an interim basis, afterwards the interim manager was taken over by the client as managing director

Consulting Team Ultralight Aircraft

Creation of a basis for decision on how to proceed for the attention of the private equity company

Aircraft industry

Creation of a redevelopment concept for a manufacturer of microlight aircraft in the Czech Republic on behalf of a private equity firm

Business plan with recommendation for the improvement of performance and later sales

3 months