Interim- and reference projects
05/2014-02/2017 | Managing Director Omniplast GmbH, Ehringshausen (Germany) Number of member responsibility: 180 Turnaround management by strategic new positioning, massive fix cost reduction (automation, social plan), product management and sales activation; Result: Financially secured existence and disclosed business potential. |
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11/2011-05/2013 | Managing Director Stürtz Maschinenbau GmbH, Neustadt-Wied (Germany) Number of member responsibility: 250 Turnaround concept securing the financing, re-alignment of the activities, contribution to the successful intermediation of the assets of the business to a private investors group, while the former shareholder was kept in the ad-visory board. |
02/2008-03/2009 | Managing Director MVN GmbH (ex-site of Trelleborg Automotive), Nastätten (Germany) Number of member responsibility: 30 Cash securing, sales activation and introduction of an effective sales controlling; Restructuring concept; Search for an investor and transaction of this ex-Trelleborg-Automotive site to the Advalco Capital GmbH, Starnberg (notarized in March 2009). Result: Business continuity and secured working places. |
02/2006-12/2007 | Managing Director LINPAC Materials Handling GmbH, Germany, United Kingdom, France, Spain Number of member responsibility: 250 Sales activation (from 40 MEUR to 60 MEUR turnover while increasing the margin, also in %, by winning new customers, penetrating target market segments and cutting non-profitable orders and customers, cleaning-up the product portfolio and restructuring of the sales organization); Cost cutting in production and logistics by leadership with KPIs. Result: Elimination of 25% loss situation, business growth and value creation. |
12/2003-09/2004 | Sales Manager Papierfabrik Hermes & Cie., Dusseldorf (Germany) Number of member responsibility: 200 Writing and implementing a restructuring concept; Building a sales team at the former waste paper disposal site of the RWE in Dusseldorf; Development of a clear profile in the market; Customer generation by the use of trading companies and directly; Alignment of the technical possibilities with the customer expectations. |
01/2015-11/2015 | Management Consultant Steuler Plastics Conversion, Siershahn (Germany) Number of member responsibility: 0 Problem analysis, signed-off restructuring concept, implementation of the restructuring measurements and coaching of the Area Manager during the implementation. Result: Performance improvement from -5 MEUR EBITDA (2014) to 0 EUR EBITDA (2015). |
06/2013-07/2016 | Management Consultant Steuler Industriewerke GmbH, Höhr-Grenzhausen (Germany) Number of member responsibility: 0 Analysis and performance improvement by optimizing and aligning the operative processes in the areas of "fire resistant" and "acid resistant". Result: 50% productivity improvement and decreased fixed cost. |
11/2013-04/2014 | Management Consultant Steuler Fliesen GmbH, Mühlacker (Germany) Number of member responsibility: 0 Analysis and performance improvement by optimizing the operative pro-cesses in the whole company (especially product management, product development, production and logistics); documentation of the processes and the functions Result: Elimination of the financial losses and improved integration of the operative functions in the whole business process. |
09/2011-12/2015 | Management Consultant Mölle GmbH, Germany, Netherlands, Scotland Number of member responsibility: 0 Conception and implementation of an appropriate management structure (2nd level management team); Intermediation of the acquisition of strategically relevant competitors (Interlok Packaging Ltd.) and close cooperation with others (GMP b. v. (NL), Cartonnages d'Aigneville (F)); Paving the way for further acquisitions and cooperations; Result: Increase of the business volume by >100%, sustainable European market position, value creation; Intermediation of the sale of the rights of the shares of Mölle Group to the Ernst Beteiligungs GmbH in Kaiserslautern (notarized in Frankfurt on 22.12.2015). Reason: serious illness of the managing shareholder. |
05/2010-06/2011 | Management Consultant TRW Automotive, Koblenz (Germany) Number of member responsibility: 0 Management Consultant for process inprovements in the R&D for brakes systems at the sites in Koblenz (Germany), Livonia (USA) und Shirley (UK) 100 MEUR turnover in R&D. Personal Achievements: Successful operative restructuring of the prototype process, binding in the engineering departments, sales, Central purchasingof TRW Automotive Result: Shorter response and delivery times, improved delivery reliability, important cost reduction, increased employees' Motivation. |
10/2005-12/2005 | Management Consultant Oracle Deutschland GmbH, Munich (Germany) Number of member responsibility: 0 Market positioning of the Business Intelligence Features of Oracle in Germany; Derivation of market entrance opportunities and cross- und upselling potentials in the discussion with the Key Account Managers; Result: Product management for the sales of BI functionalities in Germany. |
10/2004-03/2005 | Management Consultant Oracle Deutschland GmbH, Munich (Germany) Number of member responsibility: 0 Strategic market positioning of the Oracle collaboration features as one platform: the Oracle Collaboration Suite (OCS); Developing door-opener slide sets for the Oracle Key Account Man-agers at Bluechip companies; Result: Product management and sales support for collaboration functionalities. |
02/2003-05/2003 | Management Consultant Allianz Lebensversicherung AG, Stuttgart (Germany) Number of member responsibility: 0 Agents' potential analysis as a contribution to the service quality and the sales performance; Potential-depending multi-layer service concept Result: Increasing sales performance while increasing the service process efficiency. |
01/2002-06/2002 | Management Consultant Deutsche Bank AG, Frankfurt am Main, London Number of member responsibility: 50 Development and introduction of important processes and functions, specially Central Counterparty of Deutsche Börse AG, >50 Project participants from different banking and stock exchange functions; Impact-Analysis: Possible effects on turnover and result. |
04/2014-04/2017 | Interim Managing Director Alphacan Omniplast GmbH, Germany, Netherlands, France Number of member responsibility: 200 Interim Managing Director of the German business unit of a French group of companies, owned by a Private Equity company. Objective of the mandate: Restructuring and turnaround of the conmpany |
05/2017-02/2018 | Interim Manager Veltec GmbH, Germany, Netherlands, Begium Number of member responsibility: 1000 Interim Manager Objective of the mandate: Loss minimization and preparation for the sale of the company (M&A) |
11/2018-12/2019 | Chief Restructuring Officer (CRO) Wolfgang Preinfalk GmbH, Germany Interim Manager for an operative restructuring and performance improvement |
11/2019-03/2020 | Interim Plant Manager Miba, Deutschland Number of member responsibility: 50 Interim Management in a post-merger phase, integration of the site in the corporate group structure and processes and operative management of the site |
11/2021 | Management Consultant Proline Holding GmbH, Deutschland Number of member responsibility: 50 Support of the managing owner of the group of companies in the transition into the next development phase and implementation of strategic and operative measurements |
06/2020-03/2023 | Management Consultant Jarola B. V., Netherlands, Germany Number of member responsibility: 400 Introduction of the wholesaler business of the Jarola group into the German market |
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