Executive Interim Manager

Service company for Non-Performing Loans (NPL). Group: WestLB, Nord/LB and Shinsei Bank, Japan (PE and majority shareholder). €900 million assets under management, 25 employees.

• Established the new company, taking into account strict PE requirements and reporting guidelines
• Managed the organization and was responsible for its performance
• Optimized and coordinated processes, IT and projects
• Successfully developed and rolled out a database-supported business contact management system (CRM)
• Prepared an international rating for the company
• Prepared for and supported external audits
• Oversaw contract management and compliance
• Built and led an efficient asset management team according to international processing standards
• Oversaw portfolio strategies, asset management and cash flow management of these assets
• Created meaningful cost and revenue plans for the area and set targets with employees
• Reviewed and decided on asset resolution plans (development and value enhancement of properties and shopping centers)

German Red Cross services and three in-house nursing homes (non-profit LLC)

Mr. Eugen Block. > 2,300 employees.

• Individual topics at the client's express request without publication

Investment company for real estate and business parks. Group: GPT Ltd., Australia. 45 employees, €2.3 billion assets under management.

• Responsible for a comprehensive and rapid restructuring of the company, sustainably removing causes for insolvency
• Assumed responsibility for liquidity, budget, and the balance sheet, serving as the point of contact for lawyers and auditors
• Managed key clients, designed and successfully implemented strategic asset management with maximum cost and performance efficiency. Reduced the cost structure by over 20% within six months, including outsourcing more than 30% of the operational tasks of asset management and the finance department
• Reviewed and made decisions on Asset Resolution Plans (development and value enhancement of real estate and business parks)
• Adjusted structures and costs to group-wide (international) requirements and guidelines
• Developed, ensured, and implemented strict compliance guidelines
• Merged the Düsseldorf, Berlin, and Munich branches with the headquarters in Frankfurt am Main and established a joint office while focusing intensely on building a motivated team
• Successfully restructured the organization in Germany and correspondingly optimized and documented processes (policies) and IT structures
• Sold the German company and all its balance sheet assets to a UK investor

Development and production of machines and systems (aluminum/steel/titanium/carbon machining and processing) for the global aerospace, automotive, and metal processing industries. Group: Handtmann Group, Biberach an der Riß. Over 200 employees, annual turnover approx. €50–70 million.

• Joined as an interim manager and from the fourth month took over as permanent Commercial Managing Director (temporarily as part of the company’s restructuring)
• Reorganized the entire company, including jointly developing the corporate strategy with existing management
• Introduced new and sustainably improved existing management tools, as well as developed, implemented, and rolled out an IT-supported KPI system at all department and function levels across the company
• Reorganized workflows and processes by implementing a process-oriented order center
• Designed and established customer service centers in China, South Korea, and the United Arab Emirates, as well as successfully further developed after-sales service in the core markets USA and Russia by introducing new processes and guidelines and successfully implementing new, performance-based pricing. Result improvement: over 43% compared to 2010
• Improved EBIT by 83% in the first year (achieved break-even) and by 110% in the second year compared to the crisis years 2009/2010
• Change management: transitioned horizontal machining centers (HBZ) from single-item production to series production

Technology leader in resin casting and infusion machines and systems, mastering the entire process chain, used especially in the automotive, electrical engineering, e-mobility and electronics industries. > 180 employees, annual revenue approx. €40-50 million.

• Interim management of the Finance department including controlling
• Development of private equity interest / risk-return reports within the company (majority shareholder "Hannover Finanz")
• Enhancement of weekly liquidity management, comprehensive costing and cost control as well as cost type and cost center management
• Achieving a leading position in the company with lean and clear structures, reliable quality and effective processes
• Optimization of tasks, leadership (tasks, behavior, goals), processes and quality in Finance & Controlling
• Implementation of management and performance indicators in Finance, integrating interface management
• Responsible for liquidity management and accounts receivable management
• Preparation of verifiable plans and key figures for the next four financial years (until 2027), considering investor expectations (EBITDA, total performance, growth, reporting)
• Leading negotiations, communication and debt management (including covenants) with banks and credit insurers
• Securing long-term liquidity and expanding short-term credit financing (banks / surety credit providers)
• Creation of a comprehensive investor / M&A-ready corporate presentation for future fundraising
• Support in designing and introducing an efficient and stringent project management system including cost controlling
• Advising/coaching the managing director on various business topics and restructuring issues, and supporting their targeted and sustainable development/implementation

World-leading developer and manufacturer of machine tools, multifunctional precision lathes and machining centers. > 400 employees, annual revenue approx. €100 million.

• Involvement in executive management tasks, meetings and decisions, participation in advisory board and shareholder meetings
• Full involvement in the targeted M&A process for the sale of the company to a strategic investor
• Support in preparing an external restructuring report according to IDW S6 for targeted restructuring and intended transparency to all stakeholders
• Development of a company-wide action plan for restructuring with a measurable operating restructuring success of > €6 million
• Support of the company during the successful M&A process
• Leading communication with banks and surety providers as well as developing a new financing concept for the 2.5-year restructuring period
• Development and implementation of company- and department-relevant KPIs for management and target setting
• Optimization of receivables and liquidity management
• Targeted improvement of machine profitability through process improvements in purchasing and implementation of a strategic purchasing function, restructuring success > €2.5 million
• Expansion of service performance and package sales as well as targeted after-sales sales with an overall high-profit potential of > 30%

Group division Automotive (Tier-1) and foundry. > 400 employees, annual revenue approx. €40 million.

• Review, adjustment and practical implementation of all group controlling instruments as well as balance sheet and liquidity management, especially for immediate action planning and implementation during a crisis
• Capturing the group’s strained financial, balance sheet and liquidity position and preparing a legally valid liquidity statement for insolvency proceedings
• Creation of a detailed expert report (according to IDW standard) on the status and continuation of the group with its three independent companies (automotive, foundry, electric motor plant)
• Implementation of cross-functional and cross-process interface management throughout the group
• Support in meetings and negotiations with OEMs for awarding new contracts
• Leading the very challenging and intensive communication with banks, credit insurers and key suppliers in the automotive division, resulting in the successful reopening of previously provided credit lines and projected new bank financing
• Stabilization and subsequent successful sale of the automotive, order processing and foundry divisions.

Largest German purchasing service provider in healthcare.

• Strategic consulting for management and development of a detailed M&A project plan aimed at growth, customer retention, and one-stop service
• Defining parameters for acquiring and integrating competitors and suppliers into the group
• Preparation and support for discussions with potential companies

Group: Ricardo plc, UK. > 100 employees.

• Consulting and engineering services for the automotive industry
• Engine manufacturing/engine refinement
• Developed a project plan for business optimization and process overview at the German company level
• Built and took over the operational business including staff from Ricardo Deutschland GmbH (closure)
• Transformed the GmbH from a holding for the German business into an operational service company certified for the automotive industry
• Prepared handover to a permanent management team