Robert Lebherz
Interim Head of Innovation
Experience
Interim Project Leader
Ebm-Papst Group
Project Manager for Business Unit Efficiency Program
Current contributions to the overall situation Project management of the business unit efficiency program
- Project leadership
- Importance and integration within the group network
- Clarifying topics around global production structures in the project
Implementation
- Team building, planning, definition of goals and KPIs
- Integration into the organization
- Regular communication within the team and with the steering committee
Interim Managing Director
Layer-Reiss Industrial Group
Managing Director in a Critical Crisis
Current contributions to the overall situation Executive management / member of the corporate leadership team
- Taking over management during a phase of acute insolvency risk
- Analyzing the business model and the situation of the group company and its links with other group members
- Situation analysis of finance, organization, production areas, sales
- Reporting on the situation, ways out of the crisis, possible restructuring options
- Acting as a sparring partner for group leadership, defining strategic realignment
Implementation
- Responsible for taking measures to prevent insolvency in the group network (mutual dependencies, etc.)
- Discussing restructuring options, preparing decisions for the foundation level
- Implementing group decisions, with core measure of plant closure
- Terminating personnel in coordination with labor law advisors
- Setting up a project for the gradual relocation of production and procurement to a group member company and affiliate in Romania
- Responsible for communication with existing customers with the aim of retaining key customers in the new structure
- Communication with all other stakeholders such as suppliers and business partners
Interim Head of Innovation Division
Electrotechnical Company
Leading product development, project management and idea management
Project management for a key core business project (€15M investment)
Situational analysis of the organization and the effectiveness of the innovation department
Further development of the innovation and product development process
Responsibility for achieving project goals and implementing the business plan
Budget responsibility for the innovation department
Contributing expert knowledge to practical project management
Took over a key project and successfully brought it to completion
Strengthened project management in terms of leadership awareness and acceptance
Increased project managers' effectiveness through coaching on essential success factors
Significantly expanded collaboration with product management
Analyzed, improved and streamlined the product development process
Intensified and expanded communication within the project
Established a decision-making body in corporate management
Introduced regular monthly reporting on key projects
Implemented metrics for core project outcomes
Interim Program Manager Post-Merger Integration
Mechanical Engineering Company after Strategic Acquisition
Leading the post-merger integration program of the new group member in Southern Europe
Situational analysis of the company and supervision of all sub-projects
Responsibility for achieving project objectives and implementing the business plan
Close cooperation with team leaders and teams to build a foundation of trust
Ensuring the gradual expansion of capacities, including planning a new production hall and overseeing all financing measures
Contributing expert knowledge in lean production
Identifying conflicts and developing solutions
Successfully completed integration of all sub-projects
Achieved or made positive progress toward all business plan goals
Formed teams and established successful project work
Developed project success metrics and set up reporting
Expansion of capacity with a new production plant well underway
Successful handover to the successor at the client
Interim Plant Manager and Project Manager
Mechanical Engineering Company after Acquisition by Industry Leader
Comprehensive situational analysis of the company (financial, organizational)
Immediate measures to secure operations and ensure delivery capability
Analysis of the company's financial performance
Developed measures to secure liquidity and financing
Prepared a restructuring report with a target vision for the company
Developed a make-or-buy concept and introduced a MES planning system
Initiated measures to increase production capacity and productivity
Stabilized the leadership team and introduced appropriate metrics
Launched strategic actions in product portfolio and customer base
Stabilized internal production and hired additional staff
Expanded subcontracting to partners (EU, Turkey)
Replaced ERP planning with a MES system
Built a team for production planning and control
Started a maintenance and servicing plan with preventive measures
Began investment planning as part of strategic realignment
Interim Factory Manager and Project Manager
Automotive Electronics Supplier Company
Taking over plant management, plant analysis and concept for independent plant structure
Leading during the corona crisis, material shortages and high employee turnover
Action plan to optimize productivity and reduce costs
Ensuring the success of initial growth projects after crisis and insolvency
Promoting skill development in core know-how areas
Developed concepts for digitalizing production and applied for funding
Activated and expanded lean organization in production
Introduced shopfloor management in all areas
Selected, coached and onboarded future plant managers
Led focus projects on critical production lines
Successful ramp-up of new and acquired production facilities
Implemented regular controlling of annual targets in OEE and inventories
Interim CEO
Supplier Industry Company
Continuing the company with strict liquidity management during a 50% drop in sales (up to 80% in some areas)
Securing further financing through a KfW loan based on a 3-year plan
Reactivating and reorganizing sales for a viable two-pillar strategy
Adjusting the management team in production
Starting a comprehensive transformation towards lean production
Developed an action plan for production
Launched lean project involving all management staff
Restructured material flows to flow production and reduced inventories
Introduced shopfloor management and KPIs, reduced defective output
Aligned project management to teamwork and increased efficiency
Interim Head of Electrical Engineering Division (Production)
Global Market Leader in Cruise Shipbuilding
Managed electrical engineering production (up to 700 employees) and the operational completion of ship projects
Reorganized and increased productivity using lean principles
Prevented high penalty payments through dynamic workforce management
Coordinated daily progress and intervened based on KPIs
Presented concepts for sustainable improvement of productivity and production capacity
Reduced cable process lead time along the value chain
Introduced a new management structure emphasizing the matrix project organization
Developed KPIs for proactive progress monitoring
Interim Head of Engineering & Production (+ Materials Management, + Quality Management)
Electrical Engineering Group (AG)
Managed the areas of production, development, procurement and quality management
Coached the engineering departments in the reorganization project
Reorganized a central development unit for platforms and innovation
Realigned project management in the divisional organization
Carried out a cost reduction project in procurement
Increased acceptance of quality management
Initiated production reorganization based on lean principles (separating value creation and logistics, value stream analysis)
Established shopfloor management as the integration base between engineering and production
Increased productivity and space utilization, shortened lead times
Implemented team development for managers up to group level
Built a new production structure with in-house manufacturing and partners in Eastern Europe
Interim Head of Production/Plant Optimization in Slovenia
Safety Technology Group (Global Market Leader in Explosion Protection)
Restored delivery capability and optimized production processes
Initiated measures for permanent quality assurance
Ensured machine capacity through targeted maintenance
Restructured production according to lean principles (separating value creation and logistics, flow production)
Linked production steps through an appropriate structure
Developed suppliers to secure a reliable supply base
Optimized collaboration between sales, engineering and production
Interim Manager / Consultant
Industrial Consulting in Insolvency Risk and Restructuring
Analyzed the status of production areas and identified improvement potentials
Analyzed the management structure, business metrics, organization, and financing
Developed an action plan in coordination with the consulting firm
Contributed to restructuring reports (IDW S6)
Presented to banks and developed financing options
Developed a concept for implementing measures and building teams
Interim Managing Director
Semperit AG Holding
Ensured business operations and production regarding volume, schedules, and quality after takeover across two sites
Coordinated with corporate and segment leadership
Achieved a very positive annual result at the end of the integration project
Implemented synergy projects in procurement, production, and plant engineering to increase productivity
Expanded warehouse technology and logistics concept to increase capacity by 40%
Introduced lean elements in planning and material flow
Launched a KVP pilot group to foster a culture of continuous improvement
Managed all environmental requirements and occupational safety
Led HR management with low staff turnover, use of temporary work, and revision of employment contracts
Developed the management team and filled key positions in quality management and maintenance
Analyzed and revised salary structures and conducted employee potential analyses
Managing Director
Adcapital AG / Berliner Elektro-Technik BET GmbH / AdCapital Beteiligungs-GmbH
Led investment management for seven subsidiaries in mechanical engineering, automotive supply industry, electrical and plastics technology, and toolmaking (Revenue €140 M, 1,400 employees)
Stabilized a subsidiary in crisis by reducing employee turnover and achieving a positive annual result
Restructured and turned around an automotive supplier by streamlining the head office and expanding in China and Eastern Europe
Optimized an electrical components manufacturer and closed the China site
Supported and financed a successful automotive start-up
Developed new markets in the USA
Implemented modern controlling methods (contribution margin accounting, standard reporting)
Introduced systematic strategy processes
Appointed new leaders at first and second management levels
Member of the Supervisory Board
AdCapital AG
- Assessed and valued companies through due diligence
- Initiated and supported successful and sustainable turnarounds
- Executed two company acquisitions
Managing Director Sales and Engineering
Paul Leibinger GmbH & Co. KG
Led sales and engineering at a world-leading manufacturer of precision systems and components (200 employees)
Initiated an innovation program and revitalized the engineering and development team
Repositioned the company and launched a product offensive in key market segments
Introduced lean production techniques and a modern ERP system
Grew the inkjet printing business from 30% to 70% of revenue through new products and international sales
Lean project: cut lead times from 10 to 2 days by reducing inventory, while boosting quality and customer satisfaction
Restructured and reorganized manufacturing, assembly, and control processes
Head of Engineering – Authorized Signatory
Herbert Waldmann GmbH & Co. KG
- Managed production (production planning, work preparation, assembly, electronics, metalworking, plastic injection molding, painting)
- Restructured production based on lean principles and reorganized the value chain
- Reduced inventory by 40% while increasing delivery reliability from 80% to 97%
Head of Development and Design
Herbert Waldmann GmbH & Co. KG
- Realigned customer-specific product development to series production readiness
- Developed new lighting concepts with innovations in reflector technology and sensors
Technical Director – Authorized Signatory
EKS Elektromagnetik Dr. Scheuerer KG
- Managed production areas and product development at an electromagnet manufacturer (150 employees)
- Developed innovative magnetic components for commercial vehicles and the supplier industry
- Restructured manufacturing and achieved first ISO 9001/VDA 6.1 certification
- Established an order center and realigned purchasing and supplier policies
Head of Development – Authorized Signatory
MOSER Elektrogeräte GmbH
- Led development, patent management, and coordination with partner Sanyo Japan (22 employees)
- Launched new product and design lines
- Increased productivity by introducing modern 3D CAD systems
- Conducted value analysis projects for cost optimization and expanded patent portfolio
Head of Project Management/International Coordination
Thomson Consumer Electronics - GB Video
- Established and implemented efficient project management for consumer electronics brands (5 employees)
- Coordinated market launch and series introduction of new products for Telefunken, Saba, Nordmende, Ferguson, RCA, and Thomson
- Implemented project controlling and concurrent product costing
- Coordinated product launches in plants in Berlin, France, and Singapore with joint venture partners
Development Engineer for Communications and Data Measurement Technology
Wandel & Goltermann GmbH & Co.
- Software project management for a new product family in level measurement technology
- Development of improved high-frequency control loops for spectrum analyzers
- Development of data measurement technology for digital networks (hardware/software)
Industries Experience
See where this freelancer has spent most of their professional time. Longer bars indicate deeper hands-on experience, while shorter ones reflect targeted or project-based work.
Experienced in Manufacturing (31.5 years), Telecommunication (8 years), Automotive (4 years), Banking and Finance (2.5 years), and Professional Services (0.5 years).
Business Areas Experience
The graph below provides a cumulative view of the freelancer's experience across multiple business areas, calculated from completed and active engagements. It highlights the areas where the freelancer has most frequently contributed to planning, execution, and delivery of business outcomes.
Experienced in Product Development (30.5 years), Project Management (16.5 years), Production (16.5 years), Operations (10 years), Strategy (7 years), and Sales (6.5 years).
Summary
Robert Lebherz, Dipl.-Ing. / Dipl.-Wirtsch.-Ing. / MBA
- A strong leader with lasting successes in corporate development, innovation, restructuring
- Broad experience in medium-sized companies, corporations, private equity, focusing on metal, electrical, plastics industries, automotive, EMS (Electronic Manufacturing Services)
- International experience in production, sales, project management in the EU, USA, Asia, LEAN production technology
- Core strengths in process optimization, change management, performance metrics and operational controlling
- M&A projects / investment management
Complex leadership responsibilities and diverse reporting lines
- Leading up to 1400 employees, 7 direct reports (Managing Directors, Division Heads)
- Managing engineering and production teams of up to 300 employees, with high manufacturing depth, own international sites and manufacturing partners
- Technical sales in direct and distribution partner systems, key account management
- Leading restructuring projects of companies up to €50M, 600 employees
- Reporting to entrepreneurs, board members, corporate division management, supervisory board
- Experienced in constructive collaboration with works councils and HR management, even in crisis situations
Skills
Ceo, Cro, Coo In Growth, Crisis, Project/program Leadership, Post-merger Integration
Corporate Development: Strategy, Vision, Innovation Management
Restructuring / Turnarounds Of Mid-sized Companies
Interim Assignments At 1st/2nd Level Succession, Personnel Changes, M&a Projects
Supervisory Board, Advisory Board Roles In Medium-sized Companies
Plant Manager, Head Of Engineering And Production, Procurement, Purchasing, Quality Management
Operational Excellence, Lean Production Technology, Development Management And Innovation
Project Management In Change Projects, Processes And Structures In The Value Chain
Productivity Improvement In Production And Processes (Analysis, Measures, Team Building, Implementation, Metrics, Cip, Sfm, Qms, Lean Processes)
Value Stream Analysis, Restructuring And Redesign Of The Value Chain
Cost Reduction Projects In Production And Procurement, Process Cost Optimization
Restructuring And Focusing Of Production Structure, Delivery Networks And Supply Chain
Erp Projects, Setting Up And Expanding Quality Management, Certification (9001, 16949, 13485), Gmp
Expertise In Metal, Plastics, Electronics, Ems, Small And Large Series, Plant Engineering
Automotive Supplier Industry
Machinery And Electrical Industry
Plastics And Rubber Processing
Printing And Laser Systems
Subsystems In Plant Engineering
Product Marking Technology
Industrial Holding Companies
Collaboration With Consulting Firms / M&a
Languages
Education
Henley Management College
Executive MBA · Business Administration · London, United Kingdom
AKAD University of Applied Sciences
Dipl. Industrial Engineering (FH) · Industrial Engineering
University of Stuttgart
Dipl.-Ing. Electrical Engineering · Electrical Engineering, specializing in Communications · Stuttgart, Germany
Certifications & licenses
ESUG Consultant (cert.)
DIAI (German Institute for Applied Insolvency Law)
System Architect Ind. 4.0 (cert.)
Habmann Academy
QM Representative / QM Auditor (QMB-TÜV / QMA-TÜV)
TÜV Süd Academy
Project Management Professional - PMP
Professional Management Institute (PMI®)
Interim Executive (EBS)
EBS - University for Business and Law
Systemic Business Coach (cert. ICA)
Dr. Emrich Stuttgart
Restructuring Manager
Georg Simon Ohm University of Applied Sciences Nuremberg
Profile
Frequently asked questions
Do you have questions? Here you can find further information.
Where is Robert based?
What languages does Robert speak?
How many years of experience does Robert have?
What roles would Robert be best suited for?
What is Robert's latest experience?
What companies has Robert worked for in recent years?
Which industries is Robert most experienced in?
Which business areas is Robert most experienced in?
Which industries has Robert worked in recently?
Which business areas has Robert worked in recently?
What is Robert's education?
Does Robert have any certificates?
What is the availability of Robert?
What is the rate of Robert?
How to hire Robert?
Average rates for similar positions
Rates are based on recent contracts and do not include FRATCH margin.
Similar Freelancers
Discover other experts with similar qualifications and experience
Experts recently working on similar projects
Freelancers with hands-on experience in comparable project as a Interim Project Leader
Nearby freelancers
Professionals working in or nearby Villingen-Schwenningen, Germany
