Robert Lebherz
Interim Head of Innovation Division
Experience
Sep 2023 - Nov 2024
1 year 3 monthsInterim 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 monthsInterim 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 monthsInterim 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 monthsInterim 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 monthsInterim 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 monthsInterim 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 monthsInterim 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 monthsInterim 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 monthsInterim 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
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