Success as a benchmark
Confidence arises from the quality of the results as well as the overall impression and integrity of principal actors. The tasks set in interim and project management settings are just as diverse as the contracting companies and situational conditions. taskforce managers bring competence and experience with them from many years in management positions and from over 200 successfully completed projects.
Below, you may want to check out selected reference projects of taskforce managers in interim and project management. (currently only in German language)
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ECR / VMI - cooperation of producer and traders
- Customer:
- Producer of insulating materials
- Branch:
- Builders merchants
- Position:
- Senior Advisor
Fingerprint
- Build
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Sales & Marketing
- Vacancy
Situation
- Positioning of a producer and supplier compared to the trade
- Implementation of new processes and systems
Tasks
- Opening ups of new organisations/departments
- Definition and implementation of new processes and systems
Result
- Successful implementation
- Takeover of the responsibility to an intern division manager
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Logistic (acquisition, stock and outbound logistics)
- Customer:
- Wholesale and retail for furniture and accessories
- Branch:
- Wholesale
- Position:
- Interim Manager
Fingerprint
- Build
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Vacancy
Situation
- Assessment of increments in logistic sector for a german large bank
Tasks
- Analyse and assessment of the intended enlargement in logistic
- Creation of an implementation plan
- Leading of implementation and monitoring as a project leader
Result
- Announcement of further logistics locations
- Implementation of new processes and modified organisation at the central store
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Repositioning brand / reorganisation product portfolio
- Customer:
- Manufacturer of wellness and Health Care to products
- Branch:
- Health Care; Wellness
- Position:
- CRO
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- Know How
- Buying / Logistics
- Project Management
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Turnaround
- Cost Cutting
- Revenue Increase
- Focusing
- Internationalisation
- Process Optimisation
- Sales & Marketing
- Strategy / BD
Situation
- Übernahme der Gesellschaft durch Großkonzern
- Teilweise unrentables Produktportfolio; unwirtschaftlich Anzahl von SKU's (stock keeping units)
- Uneinheitliches Markenbild
- Verstaubtes Image
Tasks
- Kompletter internationaler Produkt-Relaunch bei gleichzeitiger Reduktion der SKU's (stock keeping units)
- Minimale Handelsretouren von Altware
- Steuerung über alle UB's (Produkt-Mgmt., Marketing, Sales, Produktion, F&E, Auslandsgesell. etc.)
- Abverkauf Altware und saisonkonforme Einführung Neuware
Result
- Re-Branding mit sofortigem internationalen Rollout
- Reduktions SKU's von knapp 1.000 auch ca. 200
- Anpassung Produktportfolio auf internationale Standards
- Nachhaltige Erhöung des EBIT
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Reduction of the data and linguistic costs
- Customer:
- International manufacturer of high-quality ceramic products
- Branch:
- Consumer Durables
- Position:
- Projektleiter
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- IT / Organisation
- Buying / Logistics
- Out-/Insourcing
- Ressource
- Consulation
- Cost Cutting
Situation
- Vorhandensein von verschiedenen Dienstleistern im Bereich Telekommunikation und Mobilfunk
- Mangelnde Kostentransparenz
Tasks
- Reduktion der Mobilfunk- und Telekommunikationskosten
- Lieferantenkonzentration
Result
- Bündelung der Dienste auf 2 Lieferanten
- Reduktion der Kosten im deutlich 6 stelligen Breich, ca. 30%
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Financial management, first line controlling
- Customer:
- Beverage Manufacturers (beer), and distribution of alcoholic products. AG belonging to one of the largest beverage companies, Brau and Brunnen
- Branch:
- Drinks, beer and soft drinks
- Position:
- Manager
Fingerprint
- Build
- Personal
- IT / Organisation
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Sales & Marketing
- Strategy / BD
- Vacancy
Situation
- Dismissal of the previous jobholder
- Liquidity and earnings weakness
- From the desired out major restructuring of the Group strategy: Buy one of the two production sites of the company, etc. along with marks
Tasks
- Operational Management, initially as controller, later business leader
- Improvement of reporting to the parent company, increase the forecast quality
- Monitoring the distribution of AG in two parts. Contact for all business cases in this context
Result
- High-recurring costs and high liquidity access through the restructuring of the Brau und Brunnen AG
- Permanently by focusing on the unity of the Frisian Brewery Jever also better earnings structure
- Complete transfer of all remaining necessary overhead from Hamburg to Jever
- Successful social plan negotiations for approximately 110 employees
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Business management / management of a national company
- Customer:
- Leader in wood-based industries
- Branch:
- Particleboard and MDF manufacturing, laminate flooring
- Position:
- Manager
Fingerprint
- Build
- Personal
- IT / Organisation
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Sales & Marketing
- Strategy / BD
- Vacancy
Situation
- Dismissal of the previous jobholder
- Construction of a factory led to a liquidity weakness
- Structures inbusiness areas were outdated and not optimal
- Additional production capacity should capture the market
- No risk, no adequate knowledge of competition
Tasks
- Operational Management as manager of the national organization
- Due diligence regarding acquisition of competitors
- Charge optimization through a tried
- Introduction / expansion of a business Shared Service Centers nationwide
- mprovement of the Treasury (Banks - Insurance). In a tight liquidity situation through appropriate reporting arrangements and procuring sufficient sufficient liquidity
Result
- Sustainable yield improvement of the country - from the weakest to the strongest unit of the group.
- Extending the working hours without extra pay around EUR 2 million permanent improvement in earnings.
- Upon formation of the national business Shared Service Centers about 8 man-years of synergies.
- By introducing risk management impetus to strategic discussions
- Through intensive monitoring as well as by competition due diligence process good assessment of strengths and weaknesses compared to the market together with the following additional strategic orientation
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Business leadership / management of a business unit
- Customer:
- Leader in wood-based industries
- Branch:
- Particleboard and MDF manufacturing, laminate flooring Eine bessere Übersetzung vorschlagen
- Position:
- Manager
Fingerprint
- Build
- Personal
- IT / Organisation
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Sales & Marketing
- Strategy / BD
- Vacancy
Situation
- Vacancy in Management
- Earnings slump
- Liquidity weaknesses
- to high production capacity
Tasks
- Operational Management as manager of a business unit
- Management consulting project supply chain optimization
- Merging two business units into one business unit
- Introducing short-time working 100% along with job relocation to other sites
- Relocation / accounting centralization to Group
Result
- Sustainable yield an improvement of EUR million pa
- One-time cost saving effects of 11 million EUR
- Project for the relocation of production - despite the success of a strong deceleration in production and sales volumes
- Optimization of resources, taking into account the personnel, production, material and logistics costs
- Improve the Shards Service Centers of the Group through the integration of financial accounting, originally with 10 staff
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Pilot project to build-up a pharmaceutical benefit management for a health insurance
- Customer:
- Collaboration between a generics company and a leading Swiss health insurance
- Branch:
- Healthcare
- Position:
- Projektleiter
Fingerprint
- Build
- Personal
- IT / Organisation
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Sales & Marketing
- Strategy / BD
- Vacancy
Situation
- Arzneimittelbudgets der Krankenkasse sprunghaft gestiegen
- Einsatz von Generika unterproportional
- Hochkostenfallpatienten besonders anspruchsvolle Gruppe
- Fokus Chroniker und Hochkostenfallpatienten
Tasks
- Erschließung von Kosteneinsparungen im Arzneimittelbudget von Hochkostenfallpatienten und Chronikern
- Management Pilotprojekt
- Aufbau eines Moduls zum Apothekenversand
- Verhandlungen mit Payer und Provider
- Business Development Generikafirma
Result
- Aufbau eines Systems zur Integrierten Medikamentenversorgung
- Erste Einsparungen in der Pilotgruppe
- Funktionierende Verbindung Versand und Beratung des Patienten
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Sanierung und Neuausrichtung einer Business Unit
- Customer:
- Intern. Dienstleistungskonzern
- Branch:
- Automotive
- Position:
- CEO
Fingerprint
- Build
- Personal
- IT / Organisation
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Sales & Marketing
- Strategy / BD
- Vacancy
Situation
- Negative Ergebnisse seit Bestehen der Organisationseinheit
- Technokraten verantworten kaufmännische Prozesse
- Zu breites Produktportfolio
Tasks
- Restrukturierung und Überführung in die operative Gewinnzone
- Kostensenkung
- Ertragssteigerung
- Business Development
Result
- laufendes Projekt
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Crisis coping and positioning as an innovation leader
- Customer:
- Board of directors of a brand manufacturer of navigation systems and navigation software
- Branch:
- Consumer Electronics, automotives, telematics
- Position:
- Vorstand und CTO
Fingerprint
- Build
- Personal
- IT / Organisation
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Turnaround
- Consulation
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Internationalisation
- PMI
- Process Optimisation
- Sales & Marketing
- Strategy / BD
- Vacancy
Situation
- Brand leader already known as a technologically
- Brand leader already known as a technologically
- "A lot of obligations," "honor old" inevitable retreat from the U.S. "
- Two business order intake and sales well below expectations
- "Move to new building appears imperative."
Tasks
- Positioning as a leader in innovation requires decoupling of the R & D activities of crisis management
- "Ordered sales close to the target margin accounts of rescheduling agreements with the suppliers"
- Renegotiation of existing contracts, completion of settlement agreements, preventing further damage / loss
- "Initiating a product campaign, opening the carrier channels as a new sales channel (Mobile Navigation) gains strategic projects in the automotive"
- Selection of a new rental property, contract and organization of the parade
Result
- "Introduction of new navigation systems at IFA 2010 trendsetting for the industry. Doubling the market share in Germany and Europe"
- "Clearance by the Preiserrosion without enhancement. Significant concessions by the suppliers in just four weeks."
- "Renegotiating the backlog leads to significant financial relief. Retreat from the U.S. is completed without any bad press, and without further impairment of European operations."
- "New products for Symbian, Android, Windows Mobile and iPhone bring more than 60% market share. Acquisition of significant and pioneering new contracts in the Automotive secure the future of the division"
- Due to successful negotiations with the previous owners may move to be avoided completely even at a reduced rent