Tobias Bobka
Executive Consultant Restructuring
Executive Consultant Restructuring
NDA – PE Portfolio Company
Determine status quo: create transparency on figures, data, facts in the company
Overcome acute profit, liquidity, stakeholder, and shareholder crisis
Engage the entire team including management to drive necessary change
Clarify cash flows (cash in, cash out) & opportunities/risks + action plan
Strengthen trust between creditors, investors, and company leaders
Successful negotiations with key creditors on deferrals and stand-still agreements (total at least €5.7 m)
Advanced liquidity and profitability planning for the group
Revealed hidden reserves in the business model (boosting profitability)
Highlighted major opportunities and risks in the model
Evolved the business model by modeling new expansion options
Smooth hand-over to new external management
Optimized core processes and structures (sales, purchasing, finance)
Modeled new business expansions with SWOT analysis
Negotiated with all key stakeholders
Created an implementation plan for restructuring and realignment
Interim Managing Director
Biomark GmbH in Insolvency
Manufacturing company in insolvency (2018–2019)
Industry: medical device manufacturer
Annual sales: approx. €1 m
Staff: approx. 15
Role: external consultant (turnaround & M&A)
Executed necessary leadership change (MD)
Increased sales and profit
Motivated and guided the team positively
Sold assets through transfer-based restructuring (M&A mandate)
Leadership change completed successfully
Sales up +49 % from 01.06.18 to 28.02.19 vs prior year
EBIT from +€0.1 m in 2017 to +€0.4 m in 2018, with ongoing positive trend in 2019
Transfer-based restructuring completed March 2019
Expanded customer relationships and new client acquisition
Optimized financial parameters
Managed planning, control, and project leadership for the business sale
Restructuring Consultant / General Power of Attorney
Non-disclosure Agreement (NDA)
Improved liquidity and profitability
Restructured sales and boosted overall company and process efficiency
Consistent management of low performers
EBIT up +€200 k p.a. (+28 %)
Removed 8 low performers, replaced another 6
Introduced optimized management tools (integrated planning, etc.)
Implemented systematic working-capital management
Launched targeted profit improvement program in sales
Renewed and optimized key operational processes
Analyzed and improved sales and service organization
Restructuring Consultant
Non-disclosure Agreement (NDA)
Restructured publishing division within the group
Improved liquidity and profitability
Guided and motivated staff for change
Reduced stock by 15 % within 2 months with positive profit and cash impact
Turned publishing around from –€100 k p.a. loss to +€90 k p.a. profit
Eliminated all identified low performers
Identified and realized major savings and profitability measures, defined KPIs for publishing
Introduced optimized management tools (integrated planning, etc.)
Enforced systematic working-capital management
Expanded product and service portfolio and set up transparent project costing pre-during-post
Interim Managing Director / CRO & CSO
Kaltenbach Group
Sites: 3 production facilities + 10 international sales centers
Focus: restructuring and sales & service
Stabilized a fragile situation, rebuilt trust with financiers, guided new external management to change
Energized the team, strengthened performance, exchanged low performers, set and enforced targets, ensured result transparency
Strict cost and liquidity management
Rigorously implemented measures from the restructuring plan
Met revenue and profit targets agreed with financiers and shareholders
Maximized group’s market attractiveness to investors and new strategic financiers
Secured company’s long-term viability
Completed initiated M&A process including due diligence
Negotiated debt waivers with financiers and silent partners, reducing liabilities by >€5 m
Achieved employee restructuring contributions of ~€3.6 m in waivers during restructuring
Delivered profit and cash improvements >€2.5 m via planning and execution of the turnaround plan
Managed low performers, saving >€1 m p.a.
Hit revenue and profit targets for the group
Financially restructured the group with mid-term profit improvement >€1.2 m p.a.
Restructuring MD (CRO)
Led leadership change to external management and set up new supervisory board
Interim head of Sales & Services (CSO) including onboarding of future sales MD
Handled ongoing restructuring communication with financers, insurers, etc.
Active working-capital cash management
Responsible for implementing masterplan measures
Identified and separated low performers
Developed, negotiated, and executed make-or-buy decisions for all three plants
Restructured all management and process organization, aligning sales & service centers into a global agile group
Negotiated with union and employee reps
Introduced integrated sales control tool (sales funnel)
Designed and implemented global sales & credit policy with subsidiaries and external sales partners under the profit improvement program
Restructuring Consultant
Non-disclosure Agreement (NDA)
Executed necessary leadership change (MD)
Identified cost reduction and profit potential
Motivated and guided team for change and onboarded new management
Leadership change realized successfully
Achieved sustainable cost reduction >€400 k p.a.
Managed low performers rigorously
Handled restructuring communications
Planned, controlled, and led the MD change project
Introduced optimized management tools (integrated planning, etc.)
Implemented systematic working-capital and strict cost management
Advanced product and service portfolio
Developed digitalization strategy at POS
Interim Manager, Consultant & Trainer
Bobka Mittelstandsberatung
Designed, ran, and evaluated coaching and training sessions, in-house seminars, workshops, and online courses on current sales, management, and leadership topics
Supported leadership changes (in turnarounds and restructurings) including serving as Managing Director (CEO/CRO)
Interim management of companies in regular insolvency on behalf of insolvency administrators, including transfer-based restructuring / M&A
Advised on and conducted SME sales & acquisitions
Led negotiations in demanding transformation situations
Business sparring for decision-makers in mid-market, sales leadership, negotiation training, sales organization and control, company restructuring
TransPak AG (wholesale packaging)
Carl Eichhorn KG (corrugated cardboard manufacturer)
KOCH Freiburg GmbH (wholesale/trade)
Joseph Dresselhaus GmbH & Co. KG (Europe’s leading C-parts supplier)
Schneider Medical GmbH (medical devices)
Carl Eichhorn KG (corrugated cardboard manufacturer)
Extrol Mineralöle Schulz GmbH (fuel & lubricant wholesale)
BUDDYSTAR GmbH (food trailer market leader)
Rudolf Hug GmbH (wholesale construction fittings, tools, fasteners & machinery)
TSB Türsysteme GmbH (automation manufacturing, trade & craft)
Plan4 Software GmbH (building management software)
TSB Türsysteme GmbH (automation manufacturing, trade & craft)
Baubeschlag-Union GmbH & Co. KG (building fittings wholesale group)
Witt GmbH (construction trade & home concepts)
Keifert GmbH (building cleaning)
Vollherbst Druck GmbH (premium label printing)
Advancis E-Learning GmbH (digital & blended learning solutions)
D&K ID Group (ID media & access systems)
Umzugsauktion GmbH & Co KG / Axel Springer (online moving brokerage B2B & B2C)
KALTENBACH.SOLUTIONS GmbH (IoT/AI platform for the steel market)
IIC Handels AG (food packaging)
Struktur Management Partner GmbH (international strategy consulting)
Restructuring Consultant & Interim Head International Sales (authorized signatory)
Xplace GmbH
Member of management, authorized signatory—later external consultant
Improved sales and profits
Restructured sales and overall company and process organization
Rigorous low-performer management in sales
Independently designed and launched a unique global software application to visualize customer satisfaction (annual sales potential >€1.2 m p.a., EBIT improvement +€0.25 m p.a.)
Contribution margin up +21 % in 2013 vs 2012 in D-A-CH region
Re-negotiated and extended key framework contracts with major D-A-CH clients, EBIT contribution of €1.5 m over the contract period
Planned, controlled, and implemented an efficient sales controlling system with a control tool
Removed all low performers in sales
Full accountability for sales restructuring
Developed and executed a forward-looking restructuring concept
Implemented cost reduction and efficiency measures
Led the change process
Identified sustainable growth opportunities
Enhanced product and offer portfolio and sales concept
Expanded sales structure in D-A-CH and built new after-sales services division
Optimized sales and service processes, including selecting service partners
Interim Managing Director / CRO
Kersten Elektrostatik GmbH
Secured company’s future
Strict low-performer management
Improved sales and profits
Restructured sales and overall company and process organization
Successful turnaround: 2012 profit forecast (profit before tax) of >€130 k by 31.07.2012 pro rata, surpassing prior year’s –€220 k
Effective crisis communication and negotiations with employee reps, yielding annual savings of ~€140 k and one-time savings of €130 k in personnel costs
Negotiated price increases and contract modifications with key accounts (printing & packaging) for a potential €100 k p.a.
Developed a robust international sales concept (potential €200 k p.a.)
Overall responsible for sales & finance restructuring as MD
Targeted crisis communication for staff, financiers, and stakeholders
Led negotiations with employee and union representatives
Negotiated with financiers, suppliers, insurers, and staff
Identified key savings and profitability measures, defined KPIs
Implemented targeted profit improvement program
Identified sustainable growth opportunities
Rationalized product portfolio and adapted sales strategy
Expanded sales structure with new sales and service partners
Negotiated price increases and contract changes with key accounts
Head of Sales & Expansion
Saturn Management GmbH / MediaMarktSaturn Germany GmbH
Media-Saturn Group (METRO Group)
Restructured and realigned the Expansion division and optimized Saturn Germany
Improved profitability and process efficiency with a budget of ~€40 m p.a.
Rigorous low-performer management
Significantly sped up project execution and new store openings
Increased profitability of underperforming locations
Cost savings of ~€2.5 m p.a. for the German subsidiary on an EBIT of ~€125 m
Designed and executed a low-performer turnaround program for selected sites, boosting site EBIT by +€1.7 m p.a.
Planned and opened new stores in Berlin-Schloßstraße, Berlin-Köpenick, Karlsruhe Europaplatz, Düsseldorf-Königsallee, Baunatal, Hildesheim, Wiesbaden, and Köln Hansaring
Negotiated further new sites in Troisdorf, Paderborn, Hilden, Offenbach, and Koblenz Mittelrhein Forum
Identified and realized key savings and profitability measures for Sales & Expansion and 145 Saturn sites in Germany
Led consistent change process
Responsible for planning and executing numerous openings and optimizations with high pace
Advanced Saturn’s sales concepts in the context of internationalization and digitalization
Managing Director Finance & Administration
Saturn Electro Handels GmbH (MediaMarktSaturn Retail Group)
Media-Saturn Group (METRO Group)
Identified and realized key savings and profitability actions
Reduced inventory losses
Rigorous low-performer management
Built and implemented an early-warning and KPI management system
Increased EBIT >50 % in FY 2008/2009 (profit before tax ~€1.3 m) vs prior year and stabilized results in 2009/2010 and beyond
Cut inventory losses from –€135 k p.a. to –€52 k in 2008/2009 (62 % improvement) and further to –€39 k in 2009/2010
Outsourced entire logistics process (2010), saving ~€75 k p.a.
Removed 12 low performers within the first year
Led finance, purchasing, compliance, and admin functions
Drove change with clear focus on profitability
Restructured key organizational and process flows
Implemented internal compliance and early-warning KPI systems
Negotiated annual conditions with ~200 suppliers per site
Trained new commercial MDs in Saturn Germany
Regional Sales Manager
PLUS WHG mbH (Tengelmann Corporate Group)
Tengelmann Group
Reorganized store and process operations
Identified and captured needed savings and implemented profitability measures
Rigorous low-performer management
Reduced inventory losses
Strengthened team performance
Cut personnel cost ratio in the district from 10.4 % to 8.9 % of sales, boosting store productivity
Reduced inventory losses from 1.55 % of sales p.a. to 0.84 % p.a.
Managed three sales districts with ~240 staff in 21 stores and €50 m p.a. sales
Planned and executed all new store openings and optimizations
Organized and conducted control and audit inventories
Reported to regional branch in Tuningen, Baden-Württemberg
Trained new regional sales managers, including for expansion in Bulgaria
Management
OBI DIY Stores (Tengelmann Group)
Identified and realized key savings and profitability measures
Improved space productivity and returns
Built a modern kitchen center (3D planning, service packages, etc.) and launched the brand in southern Baden, generating €1.5 m in additional sales
Introduced a new after-sales service concept at OBI Waldshut-Tiengen, raising EBIT by 6 % in FY 2004/2005
Piloted the first balance-sheet inventory with an external provider for Tengelmann in one OBI store (~200 external workers) and supported group-wide rollout
Interim management/market leadership of two OBI stores
Rigorous low-performer management in both stores
Reorganized all personnel scheduling
Enhanced service offerings as part of the profit improvement program
Restructured key organizational and process flows
Developed and trained sales teams with focus on consistent sales and profit growth
Motivated teams and strengthened performance
As an experienced management consultant committed to the middle market, Tobias Bobka has acted since 2012 as a sparring partner for many business owners and decision-makers. He serves as an interim guide in times of upheaval, primarily delivering solutions and driving implementation.
He brings the leadership expertise needed to manage teams of over 500 employees in manufacturing, trade, and service companies. He draws on deep experience at the top management level of both mid-sized firms and larger corporations.
His consulting focus is on sales and restructuring. His sales consulting covers both B2B (multi-tier sales channels) and B2C sectors—he not only develops concepts but also implements them himself if desired.
He is also proficient with classic management tools (strategy, controlling, project management, leadership).
In top-level leadership changes or other transformation situations (expansion, succession, restructuring), he can serve on an interim basis as Managing Director, taking responsibility as a guide for a focused and successful change process.
He also has solid expertise in insolvency-related turnaround situations, including insolvency filings, and has already led companies through regular insolvencies as interim manager and handled M&A or transfer-based restructurings.
Duale Hochschule Baden-Württemberg, Lörrach; Open University, London
Diplom-Betriebswirt (DH) in Corporate Management, Marketing & Sales · Business Administration · Lörrach, Germany · 1.0
Certified Professional Sales Expert, CPS
Certified Restructuring and Turnaround Specialist (RWS)
Certified Member of the IBWF Expert Pool for SMEs
IBWF
Similar Freelancers
Discover other experts with similar qualifications and experience
