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. |
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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. |
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