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.
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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