Interim CRO / Reduction of quality costs of a tier 2 supplier
As part of the restructuring, the internal and external quality costs of a Tier 2 supplier should be reviewed and significantly reduced….
Turnaround & Restructuring
Interim CRO / Restructuring and increase critical equity ratio
A strategy for rapidly increasing the equity ratio of a Tier 1 should be developed within the framework of the owner-supervisory board. The corporate imbalance had resulted over the last few years from the Corona crisis, the microchip crisis and the massive increase in raw material costs….
Interim CEO / Turnaround at COVID times
The company is one of the most important producers of frozen food in Austria and has been facing a negative business development for more than 10 years. A turnaround is essential for the continued existence of the company….
Turnaround with force and effect
An owner-managed, medium-sized group of three companies is to be sold. The situation is sensitive: EBIT is weakly positive, the seller has a business and legal history, a project with several challenges….
Project for the reorganization and sale of the company
The project focused on the acquisition of an international group of companies/food discounters with stores in Spain, Portugal, Brazil and Argentina from a London-based investment firm. The deal also includes the network of former Schlecker stores in Spain and Portugal. The business was making losses and is not properly strategically positioned. The order included a refurbishment and sale of the business.
Project for cost optimization in the production of a flat glass manufacturer
For a Japanese flat glass manufacturer with European HQ in Brussels, costs were optimized in their 16 large production plants in Europe. A mid-single-digit million amount per year was identified as potential savings, and a methodology was developed that can be repeated every two to three years.
Development and optimization of the customer experience in an international FMCG group
The company was not satisfied with the performance of Customer Service and therefore had to part with the management at short notice. There were large gaps in the know-how regarding tools and processes in customer service, but also weak leadership of the team. Therefore, an interim solution was sought to establish good leadership here, to strengthen the team and also to bring in practical experience and know-how in customer service.
The strategic decision to optimize the customer service area and develop it in the direction of customer experience required a quick solution. The urgent and important process optimization in all areas had to be tackled immediately, so an interim manager was sought.
Development of a business unit for an international energy company including sales organization
A leading international energy company was undergoing a comprehensive transformation process. The interim manager was tasked with building up one of the main pillars of the new strategy, the new “Industrial Customer Solutions” business area, including an operational sales organization.
International transformation and strategic realignment | Business case as interim CEO/Managing Director
Producing company
Two locations
International Group
One site of an international group had come under enormous pressure in terms of price and cost situation. The competitive situation necessitated a completely new set-up of the blueprint of the plants at the sites.
Interim CFO at subsidiary in France
Plastics industry / Automotive
Location France
International group of companies
In a restructuring case of an international group of companies in the plastics/automotive industry, the important French subsidiary had run into difficulties.