For the German parent company:
Establishment of a production site in Mexico.
Search and selection of building.
Definition of machinery, layout and utility requirements (power, water, air).
Execution of financial planning for the start-up process.
Analysis of the profitability of a plant in Slovakia.
Sector: metal processing and electric motor manufacturing.
Revenue: €600 K, 12 employees.
Development and production of special electric drives and manufacturing of hydraulic cylinders for the paper machine industry, development of electric drives for small vehicles (wheelchairs, golf carts, etc.).
Sector: machining technology.
Revenue: €8 M, 90 employees.
Supplier for mechanical engineering and automotive companies.
Large and small series production, workshop manufacturing.
Turning and milling parts.
Certified to DIN EN ISO 9000.
(Punching machines and laser cutting systems)
Sector: machine tool manufacturing.
Revenue: €25 M, 105 employees.
Implementation of a new ERP system (newly purchased software) and a monthly reporting system (initially Excel-based).
Pre- and post-costing of individual orders billed as projects.
Advising management on strategic issues.
Holding company for the North American subsidiaries of Kolbenschmidt AG, Neckarsulm.
Sector: automotive supply.
Revenue: US$200 M, 220 employees.
Leadership of three production companies and one sales company in the USA, as well as one production company in Canada.
Products: pistons for combustion engines, plain bearings, steering wheels, air bags, valves and water pumps for engine cooling.
Member of the boards of the subsidiaries.
Three of the companies were joint ventures with partners from Japan, Brazil and Canada.
Strategy, market development, accounting, annual and monthly plans.
Plan-actual comparisons of the subsidiaries' financials.
Engagement and cooperation with auditors.
Financial statements according to GAAP and HGB.
Tax optimization issues (double taxation treaties).
Appointment of managing directors, restructuring of production processes, construction of a new plant.
Manufacturer of grinding machines and grinding tools.
Sector: machine tool manufacturing.
Revenue: €100 M, 1,200 employees.
Naxos-Union AG was owned by the Dr. Arthur-Pfungst Foundation; Diskus Werke AG was publicly traded but majority-owned by Naxos-Union AG.
Responsible for accounting, personnel, purchasing, materials management, organization, IT and general services, chairman of the board of the US subsidiary.
Transfer of parts production from Diskus to Naxos.
Construction of a new grinding tools plant in Butzbach and relocation of the Frankfurt operations there.
Implementation of controlling and reporting systems.
The group was in financial trouble due to large losses at my appointment.
Negotiations with a banking consortium, conclusion of a pooling agreement, dissolved three years after profitability was restored.
Conversion of the sole proprietorship Naxos-Union into a public company.
Preparation and execution of the sale of the group.
Subsidiary of Metallgesellschaft AG, Frankfurt/Main.
Sector: automotive supply.
Revenue: €800 M, approx. 4,000 employees.
Establishment of foreign controlling with annual plans and monthly reports.
Subsidiaries in South Africa, Brazil, Mexico, USA, France, United Kingdom and Ireland.
Preparation of meetings and decisions for the board.
Preparation of board meetings, leadership of international cooperation projects.
Development of international tax optimizations together with experts (mainly Arthur Andersen and KPMG).
Leadership in the sale of shares in the Mexican subsidiary.
Negotiations in English and Spanish.
Frequent foreign assignments.
Sector: office equipment (sales).
The so-called Systems Performance Assurance Division (SPAD) reported to London and was centrally responsible in Düsseldorf for the Netherlands, Switzerland, Austria and Germany.
Conducting investigations to ensure the proper functioning of the group-wide in-house IT systems.
Testing the functionality of new IT systems before, during and after implementation.
Training employees on the systems.
Contributing to the preparation of annual financial statements in the Netherlands, Austria and Switzerland.
Conducting special investigations.
Sector: airline catering.
Responsible for the administration of the facilities at Düsseldorf and Cologne airports.
Productivity monitoring and improvement, investment calculations and execution of investments.
Clarification of organizational issues, optimization of transport to the aircraft.
Establishment of a factory outlet at Düsseldorf Airport.
Sector: executive education for business managers.
Courses in economics, business administration, and mathematics.
Supervision of groups solving case studies.
Design and delivery of seminars.
Establishment of the German case study center.
Participation in Harvard Business School case study seminar in Fontainebleau.
Sector: development aid consulting.
Conducting studies commissioned by the Federal Ministry for Economic Cooperation and Development.
Conducting a market study for steel profile sheets in Algeria.
Multiple stays in Algeria.
Interviews in French.
Research on the labor intensity of production processes in the food and beverage industry.
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