Robert Lebherz

Interim Head of Innovation Division

Villingen-Schwenningen, Germany

Experience

Sep 2023 - Nov 2024
1 year 3 months

Interim Head of Innovation Division

Electrical Engineering Company

  • Managing product development / project management / idea management
  • Project management for a key core-business project (15 M€ investment)
  • Situation analysis of the organization and effectiveness of the innovation division
  • Further development of innovation and product development processes
  • Responsible for meeting project goals and implementing the business plan
  • Budget responsibility for the innovation division
  • Contributing expert knowledge in practical project management
  • Took over a key project and drove it successfully to completion
  • Strengthened awareness, leadership, and acceptance of project management
  • Increased project manager effectiveness through coaching on key success factors
  • Significantly expanded collaboration with product management
  • Analyzed, improved, and streamlined the product development process in practice
  • Intensified and expanded project communication
  • Established a decision-making body at executive level
  • Fixed monthly reporting on key projects
  • Introduced metrics for core project results
Nov 2022 - May 2023
7 months

Interim Program Manager Post-Merger Integration

Mechanical Engineering Company

  • Project management on behalf of the corporate group (acquisition of a new member in Southern Europe)
  • Program management for post-merger integration of new group member in Southern Europe
  • Situation analysis of the company; oversight of all subprojects in the integration program
  • Responsible for meeting project goals and implementing the business plan
  • Close cooperation with team leaders and teams to build trust
  • Ensuring step-by-step expansion of capacity, including building a new production hall and coordinating all financing measures (grants, etc.)
  • Contributing expert knowledge in lean production
  • Identifying conflicts and developing solutions
  • Successfully led integration in all subprojects
  • Achieved or is on track to achieve all business-plan targets
  • Formed teams successfully with very positive project work
  • Developed metrics for project success and set up active reporting
  • Capacity expansion with new production plant on track
  • Successfully handed over to successor at client
Apr 2022 - Sep 2022
6 months

Interim Plant Manager and Project Manager

Mechanical Engineering Company

  • Plant and project management in a crisis on behalf of corporate group
  • Comprehensive situation analysis (financial and organizational)
  • Immediate measures to secure existence and delivery capability
  • Analysis of financial performance
  • Measures to secure liquidity and financing
  • Preparing restructuring report with company vision
  • Make-or-buy concept and implementation; introducing MES planning system
  • Measures to increase manufacturing capacity and productivity
  • Stabilizing leadership team and introducing suitable metrics
  • Starting strategic measures in products and customer base
  • Stabilizing in-house production with additional staff
  • Successfully expanded work awarded to partners (EU, Turkey)
  • Replacing ERP planning and side planning with MES system
  • Building a team for production planning and control
  • Starting maintenance and service planning with preventive measures
  • Investment planning as part of strategic reorientation
Jan 2020 - Nov 2021
11 months

Interim Plant Manager and Project Manager

Supplier Industry Company

  • Plant and project management in a crisis on behalf of international shareholders
  • Took over plant management, plant analysis, concept for independent plant structure
  • Managed crisis through COVID, material shortages, staff turnover
  • Action plan for productivity optimization and cost reduction
  • Ensured success of initial growth projects after crisis and insolvency
  • Promoted skills development in core know-how areas
  • Developed concepts for further digitization of production and applied for “Digitalization Supplier Industry” grant
  • Operational Excellence in production and engineering:
  • Activated and expanded lean-production concepts in manufacturing
  • Enforced shopfloor management (SFM) in all areas as operating basis
  • Selection, coaching, and onboarding of future plant managers
  • Led focus projects at critical points of production lines
  • Successful ramp-up of new and acquired production equipment
  • Regular controlling to track annual goals in OEE, inventories, etc.
Apr 2020 - Sep 2020
6 months

Interim Managing Director

Supplier Industry Company

  • Managing director during COVID crisis after insolvency under self-administration
  • Secured ongoing operations with strict liquidity management despite revenue drops of ~50%, up to 80% in some segments
  • Ensured further financing by obtaining KfW loan based on a 3-year plan despite difficult conditions
  • Reactivated and reorganized sales in a neglected business area to build a viable two-pillar strategy
  • Adjusted production leadership team
  • Launched comprehensive transformation to lean production
  • Operational Excellence in production and engineering:
  • Developed comprehensive action plan for production
  • Initiated lean project with strong involvement and buy-in of leaders at all value-creation levels
  • Reorganized material flows for flow production and inventory reduction
  • Introduced shopfloor management and metrics; reduced defective output
  • Oriented project management toward teamwork and early, broad involvement of stakeholders, significantly increasing efficiency
Feb 2019 - Jun 2019
5 months

Interim Head of Electrical Engineering (Production)

World Leader in Cruise Shipbuilding

  • Led electrical engineering manufacturing (up to 700 employees); responsible for operational completion of ship projects, reorganization, productivity improvement, lean, quality
  • Head of electrical engineering division:
  • Successfully completed cruise ships in quick succession by catching up on major project delays
  • Dynamically sourced, integrated, and managed external capacity successfully
  • Prevented high penalty fees through dynamic workforce management
  • Daily tracking of progress and interventions based on metrics
  • Operational Excellence in production and engineering:
  • Presented process reorganization concepts and projects to sustainably improve productivity and capacity
  • Reduced cable process lead time along the value chain (lean)
  • Established new leadership structure emphasizing project organization (matrix)
  • Shortened lead time by linking processes in engineering and manufacturing
  • Developed metrics for proactive progress monitoring
Nov 2016 - Jan 2019
2 years 3 months

Interim Head of Engineering & Production (+ Materials, + Quality)

Electrical Engineering Group (AG)

  • Led entire technical area; supported reorganization by product divisions; responsible for new production structure project; lean project to optimize productivity, quality, and competitiveness
  • Head of engineering division in company reorganization:
  • Led production, development, procurement, and quality departments
  • Managed and coached technical teams in reorganization project
  • Reorganized central development for platforms and innovation
  • Redirected and strengthened project management in divisional structure
  • Cost-reduction project in procurement
  • Reoriented and increased acceptance of quality management
  • Operational Excellence in production and engineering:
  • Launched comprehensive production reorganization based on lean principles (separating value creation and logistics, value-stream analysis, etc.)
  • Implemented shopfloor management as integration between engineering and production
  • Increased productivity, space utilization, and reduced lead times
  • Developed leadership and teams down to group level
  • Established new production structure with in-house manufacturing and partners in Eastern Europe
Sep 2016 - Jan 2017
5 months
Slovenia

Interim Head of Production Optimization/Slovenia (in cooperation with consulting firm)

Security Technology Group (World Leader in Explosion Protection)

  • Operational excellence project in Slovenia as part of overall restructuring
  • Restoring delivery capability and process optimization:
  • Timely customer deliveries and strengthening manufacturing processes
  • Initiated measures for sustainable quality assurance
  • Ensured machine capacity through targeted maintenance
  • Operational Excellence in production and engineering:
  • Launched production redesign according to lean principles (separating value creation and logistics, flow production, etc.)
  • Linked production steps through appropriate manufacturing structure
  • Developed suppliers to ensure reliable supply base
  • Optimized collaboration between sales, engineering, and manufacturing
Jan 2015 - Jun 2016
6 months

Interim Manager / Consultant in cooperation with consulting firm

Industrial Company in Automotive, Machine Parts, Electrical Engineering

  • Projects to avoid imminent insolvency through a restructuring concept
  • Business analysis:
  • Analyzed status of production areas and improvement potentials
  • Analyzed management structure, financials, organization, financing
  • Created action plan in coordination with consulting firm
  • Restructuring plan, IDW S6, financing:
  • Developed action plan in coordination with consulting firm
  • Contributed to restructuring report (IDW S6) and measures plan in case of insolvency
  • Presented at bank meetings and developed financing options
  • Conceptualized implementation measures and team setup
May 2015 - Dec 2015
8 months

Interim Managing Director

Semperit AG Holding

  • Post-merger integration of a new subsidiary, 40 M€ sales, 200 employees
  • Ensured business operations and production in terms of volume, schedule, and quality:
  • Managing director and plant head of the rubber industry company after acquisition with two sites; coordinated group/segment leadership
  • Year-end financials with very positive result at end of integration project
  • Implemented synergy projects in procurement, production, and plant technology to increase productivity; expanded warehouse technology
  • Developed and prepared logistics concept for 40% capacity expansion
  • Introduced lean elements to reorganize planning and material flow
  • Launched a continuous improvement pilot group to advance improvement culture
  • Managed all environmental requirements from authorities and stakeholders
  • Ensured workplace safety and closed all gaps (e.g., extrusion)
  • Personnel management (vacancies after acquisition):
  • Led HR with very low turnover, used temporary staff, revised employment contracts, established works agreements, handled labor-law issues
  • Successfully developed leadership circle and refilled quality and maintenance departments
  • Analyzed and revised pay structures; performed employee potential analysis
Jan 2010 - Feb 2014
3 years 2 months
Stuttgart, Germany

Managing Director Portfolio Management

AdCapital AG

  • Industrial holding with portfolio under BET GmbH / AdCap Beteiligungs-GmbH. Seven holdings in automotive, EMS, metal/electrical/plastics industries; strategic/operational development; restructuring/sanction; 1400 employees
  • Managing director of both subsidiaries: Berliner Elektro-Technik BET GmbH / AdCapital Beteiligungs-GmbH
  • Portfolio management of seven companies:
  • Erich Jäger GmbH & Co. KG
  • EW Hof Drives and Systems
  • FRAKO Capacitors and Plant Engineering GmbH
  • KTS Kunststoff Technik
  • Taller Schmölln GmbH
  • Bavaria Digital Technik GmbH
  • OPUS Formenbau GmbH
  • Projects/successes:
  • Stabilized a portfolio company in crisis, balanced 30% staff turnover and achieved significant positive annual result
  • Successfully restructured/saved a supplier company; streamlined center; expanded production in China/Eastern Europe; rationalized production
  • Successfully restructured an electrical components company; optimized head office; adjusted production structure (closed China plant)
  • Supported and financed a start-up in automotive achieving far above-average results today
  • Opened new market potential through new sales partners in the USA
  • Optimized production and logistics in Czech and China sites
  • Introduced modern controlling tools including contribution-margin accounting, variance analysis, and standard reporting across holdings
  • Increased goal orientation by introducing systematic strategy processes
  • Successfully filled first- and second-level leadership positions
Jul 2008 - Dec 2010
2 years 6 months
Tuttlingen, Germany

Member of Supervisory Board

AdCapital AG

  • Assessing and evaluating companies via due diligence
  • Initiating and supporting successful and sustainable restructuring
  • Carried out two successful acquisitions
Apr 2004 - Dec 2010
6 years 9 months
Tuttlingen, Germany

Managing Director Sales and Engineering

Paul Leibinger GmbH & Co. KG

  • Market-leading industrial printing systems, mechatronics, machine parts; revitalizing sales, production, processes, brand image; lean project; 200 employees (concurrent supervisory board role at AdC AG)
  • Innovation initiative and revitalization of engineering and development team
  • Product offensive with repositioning in key business areas
  • Introduced lean production engineering and a modern ERP solution
  • Projects/successes:
  • Grew inkjet business from 30% to 70% of revenue through new products and expanded international sales
  • Lean project: reduced lead times from 10 to 2 days while cutting inventory and boosting quality and customer satisfaction
  • Restructured production, assembly, and control processes completely (e.g., synchronous production and assembly, Kanban loops)
Apr 2002 - Mar 2004
2 years
Villingen-Schwenningen, Germany

Head of Engineering – with Prokura

Herbert Waldmann GmbH & Co. KG

  • 300 employees
  • Managed production including planning, work preparation, assembly, electronic modules, metalworking, plastic injection molding, painting
  • Projects/successes:
  • Highly successful restructuring of production using lean principles and reordering the entire value chain
  • Reduced inventory by 40% while increasing on-time delivery from 80% to 97%
Oct 2000 - Mar 2002
1 year 6 months
Villingen-Schwenningen, Germany

Head of Development and Design

Herbert Waldmann GmbH & Co. KG

  • 30 employees
  • Redirected custom product development to series readiness
  • Developed new lighting concepts with innovations in reflector technology and sensors
Nov 1998 - Sep 2000
1 year 11 months
Vaihingen an der Enz, Germany

Technical Director – with Prokura

EKS Elektromagnetik Dr. Scheuerer KG

  • 150 employees
  • Led production departments and product development
  • Projects/successes:
  • Developed innovative magnetic components for commercial vehicles and suppliers
  • Restructured production areas; first-time ISO 9001 / VDA 6.1 certification
  • Built order center, reoriented purchasing and supplier policy
Jan 1993 - Oct 1998
4 years 10 months
Unterkirnach, Germany

Head of Development – with Prokura

Moser Elektrogeräte GmbH

  • 22 employees
  • Led development, patent activities, and coordination with partner Sanyo, Japan
  • Projects/successes:
  • Launched a range of new product and design lines
  • Gained productivity from introducing modern 3D CAD in design
  • Product offensive with a new design office and value analysis for cost optimization
  • Expanded patent portfolio and filed numerous protections
Oct 1989 - Dec 1993
4 years 3 months
Villingen-Schwenningen, Germany

Head of International Project Management/Coordination

Thomson Consumer Electronics - GB Video

  • 5 employees
  • Projects/successes:
  • Built and introduced efficient project management
  • Successfully coordinated market and series launches of new products for Telefunken, Saba, Nordmende, Ferguson, RCA, Thomson
  • Established project controlling and product costing support
  • Coordinated product ramp-up in Berlin, Tonnere (France), and Singapore plants, including with JVC and Toshiba joint-venture partners
Oct 1981 - Sep 1989
8 years
Eningen, Germany

Development Engineer for Communication and Data Measurement Technology

Wandel & Goltermann GmbH & Co.

  • Projects/successes:
  • Software project lead for new family of level-measurement products
  • Developed improved high-frequency control loops for spectrum analyzers
  • Developed data measurement technology for digital networks (hardware/software)

Summary

Managing Director, Technical Management, Supervisory Board

  • Leadership personality with lasting success in corporate development, innovation, restructuring
  • Broad experience in medium-sized companies, corporations, private equity; focus on metal, electrical, plastics industry; automotive; EMS (Electronic Manufacturing Services)
  • International experience in production, sales, project management in EU, USA, Asia; lean production engineering
  • Core competencies in process optimization, change management, metrics and operational controlling
  • M&A projects / portfolio management

Languages

German
Native
English
Advanced

Education

Nov 1997 - Nov 2000

Henley Management College

Executive MBA · London, United Kingdom

May 1988 - Jan 1991

AKAD University of Applied Sciences

Dipl.-Wirtsch.-Ing. (FH) · Industrial Engineering

Oct 1976 - Sep 1981

University of Stuttgart

Dipl.-Ing. Electrical Engineering, specialization in Communications · Electrical Engineering · Stuttgart, Germany

Certifications & licenses

ESUG Consultant

DIAI (German Institute for Applied Insolvency Law)

Industry 4.0 System Architect

Habmann Academy

Quality Management Representative / Auditor

TÜV Süd Academy

Project Management Professional - PMP

Professional Management Institute (PMI®)

Interim Executive

EBS University of Business and Law

Systemic Business Coach

Dr. Emrich Stuttgart

Restructuring Manager

Georg-Simon-Ohm University of Applied Sciences Nürnberg