Interim- and reference projects

1993-1994 Turnaround manager (Initiator of assignment was a bank)
XXX AG (Machine Tool Manufacturer), Germany

Number of member responsibility: 2500
Restructure through an out-of-court settlement, finance the turnaround through a stock offering. Restructuring proceeded in close cooperation with the state government.
1994-1994 Turnaround manager (Initiator of assignment was a bank)
XXX AG (Machine Tool Manufacturer), Germany

Number of member responsibility: 1800
Restructure; takeover by XXX AG (see above); finance the turnaround through a stock offering. Restructuring proceeded in close cooperation with the state government.
1995-1996 Deputy Managing Director
XXX GmbH (International freight forwarding), Germany, France

Number of member responsibility: 450
Turnaround, Get the company fit for sale
1997-1998 CIO
XXX AG (Machine Tool Manufacturer), Germany plus 40 other countries

Number of member responsibility: 200
Replace the entire IT infrastructure worldwide with an integrated ERP system and implement a b2b system within 18 months; increase productivity by 40%. Part of the assignment was to arrange for financing for the entire project since the company was not able to finance the project out of cash-flow.
1999-2000 CEO, Board of Management
XXX AG (Software house), Germany

Number of member responsibility: 5
Development, sales, and implementation of business software. The business case consisted of refining and marketing plug-in software for an existing ERP system. The company acquired exclusive marketing rights for the software and, after opening and doing business for a while, was eventually sold.
2001-2001 Business Angel
XXX AG (Software house), Germany

Number of member responsibility: 10
It was quite ambitious to look for seed capital at a time when venture-capital and private equity companies were investing only in growth financing, due to their bad experience with seed capital. We started by producing a business plan and then sought and found potential investors.
2002-2002 Director of sales and marketing, COO
XXX AG (Provider of technical services), Germany

Number of member responsibility: 50
The company was a typical representative of the New Economy. There was no clear strategy regarding the core business. A brief analysis showed that projects were the only business that was making money. The company began making money once the project business was structured along professional lines.
2004-2004 Turnaround manager (Client was the British parent company)
XXX AG (Manufacture, trade and distribution of building materials), Germany,UK

Number of member responsibility: 2500
The British parent company insisted that management at the German subsidiary take on an experienced turnaround manager. Approximately 30% of the assets were retired and written off all at once. The majority of plants that had good prospects from a competitive point of view underwent expansion.
2004-2005 CEO (General Manager, restructuring into a new company. The client was the acquiring company.)
XXX GmbH (Manufacturer of exercise equipment), Germany, Netherlands, woldwide

Number of member responsibility: 25
The insolvent business had been family owned for over 100 years.The European investor had a comparatively easy time taking over the business once it became insolvent. An asset deal transformed the business into a new company with profit of 25% of turnover after six months.
2005-2006 XXX GmbH (Services and sales of health care products), Germany, Netherlands, Poland, France
Number of member responsibility: 350
Turnaround. Improve the profit margin from -20% to a more stable figure while continually improving the profit trend. Grow the shareholder value by 60 million € in 18 months.
2007-2009 CEO (General Manager, Division Head, create a new division, hired by parent company)
XXX GmbH (Manufacturer and vendor of healthcare products), Germany, China + 40 countries worldwide

Number of member responsibility: 500
Restructure the division. Head global business strategy and policy. Product development, manufacturing (multiple plants), sourcing, purchasing, and distribution logistics. Turn around the profit situation; spin off the division into a separate legal entity.
2009-2009 Deputy Managing Director
XXX S.A. (Machine Building), France, Spain

Number of member responsibility: 400
The German mother company was within a restructuring process. The French daughter company had to be integrated into this process. Most important was the moderation between the two very different cultures.
2010-2010 Investor
XXX GmbH / OEM Mechatronic Components, Germany, China

Number of member responsibility: 500
Taking company shares and aiding the main investor with the restructuring process.
2010-2011 CEO
XXX GmbH / OEM Automotive Supplier, Germany, Austria

Number of member responsibility: 350
Taking over the position of CEO (after dismissal of the old CEO) within the period of 21 days before expiration of the legal deadline to declare insolvency.
Circumventing insolvency and selling the company to an Investor.
06/2011-12/2011 Plenipotentiary
SB ltd., Germany, Lower Saxony

Number of member responsibility: 100
Reorganizing the relationship between the 7 family members owning the company, who had been on court for almost 20 years.
Termination of all lawsuits within 5 months by means of 'Quiet Diplomacy'.
01/2012-06/2014 CEO/CRO
PMFP ltd. & Co., Germany, NRW

Number of member responsibility: 150
The company had accumulated losses of about 30 million € within the last 5 years; own capital was exhausted.

Going Concern within 18 months + M&A Cash positive for owners.