In 2023, a leading service company in Germany faced a critical challenge: its broad product portfolio, which had grown very successfully over many years, had reached a plateau.
Within just six months, the entire HR system infrastructure was rebuilt for an internationally active hospital group.
During a critical phase of high uncertainty and operational pressure, an experienced GOiNTERIM manager took over the management of production and logistics at a major Italian site of an international automotive supplier in the plastics sector.
The interim mandate originally began as a way of bridging a vacancy, but it soon became clear that the Operations division was in need of far-reaching realignment. Within a few months, the Operations division was not only restructured, but strategically positioned for long-term growth.
In the course of a far-reaching strategic realignment, a German hospital group ventured into a new era of medical excellence – among other things by introducing state-of-the-art IT systems in the areas of finance, hospital management and human resources.
As part of a 15-month interim project, a leading manufacturer of high-quality organic tofu products was comprehensively realigned. Against the backdrop of rising raw material prices, supply chain problems and inflationary challenges, the GOiNTERIM manager carried out a far-reaching restructuring.
Following the acquisition of a traditional German family business by an international media group, the finance department was faced with considerable challenges.
As part of an interim mandate for a global automotive supplier with annual sales of 600 million euros and around 3,500 employees, the vacant key position of international sales manager was successfully bridged at short notice and subsequently filled on a long-term basis.
The finance department for the CEE region had to be taken over at short notice. In the individual countries, the finance department had to be optimized, improved or, in some cases, completely rebuilt and restructured. Under these conditions, this was a challenging management task that was successfully implemented.
A leading international company in the construction supply industry faced a particular challenge at the beginning of 2025: the production site in the center of Mexico – with around 250 employees – had developed dynamically in recent years and recorded strong growth. However, increasing demand, technological expansions and strategic changes led to structural and operational tensions that the company had to address decisively.