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)
-
Aufbau Logistikabteilung
- Customer:
- Marktführer Digitaldruck und Logistik
- Branch:
- Dienstleistungen
- Position:
- Beratung
Fingerprint
- Build
- IT / Organisation
- Know How
- Out-/Insourcing
- Technic / Production
- Consulation
- Finance
- Internationalisation
- Sales & Marketing
- Strategy / BD
Situation
- Generationswechsel in einer inhabergeführten Druckerei
- Junger, ambitionierter Nachfolger
- Geplante Erweiterung des Geschäftsbetriebes
Tasks
- Erstellung eines Konzeptes
- Schaffung der erforderlichen Prozesse und Anpassung der Strukturen
- Optimierung der internen und externen Schnittstellen
- Akquisition neuer Kunden
Result
- Start-up eines zwischenzeitlich weltweit operierenden Logistikunternehmens
- Akquisition strategischer Partner
- Nachhaltige Unterstützung der ursprünglichen Kerntätigkeit im Printbereich
-
Restrukturierung
- Customer:
- Führendes Unternehmen im Bereich NPL
- Branch:
- Finanzdienstleistungen
- Position:
- Head of Real Estate
Fingerprint
- Build
- Personal
- Know How
- Out-/Insourcing
- Project Management
- Rebuild
- Ressource
- Technic / Production
- Turnaround
- Consulation
- Finance
- Focusing
- Interim Mgmt.
- PMI
- Sales & Marketing
- Strategy / BD
Situation
- Integration der Gesellschaft in angelsächsischen Finanzkonzern
- Teilweise unrentables Portfolio
- Fehlende Prozesse und Strukturen
- Demotivierte Mitarbeiter
Tasks
- Anbindung an die Konzernstrukturen
- Schaffung der erforderlichen Prozesse und Anpassung der Strukturen
- Erhöhung des Absatzes
- Führung der Mitarbeiter im Bereich Real Estate
Result
- Schaffung einer angepassten Struktur inklusive Prozesse
- Schaffung eines Netzwerkes für den bundesweiten Absatz der Immobilien
- Akquisition neuer Aufträge und Anbindung strategischer Partner
- Deutliche Erhöhung des Portfolios (+10%)
-
Restrukturierung
- Customer:
- Private Vermögensverwaltung
- Branch:
- Finanzdienstleistungen
- Position:
- Geschäftsführer
Fingerprint
- Build
- Personal
- Know How
- Buying / Logistics
- Out-/Insourcing
- Rebuild
- Ressource
- Technic / Production
- Turnaround
- Finance
- Interim Mgmt.
- Sales & Marketing
- Strategy / BD
Situation
- Erhebliche Portfolioerweiterung in den letzten Jahren
- Fehlende Prozesse und Strukturen
- Änderung des Geschäftsmodelles
Tasks
- Anpassung der Organisation und der Strukturen
- Anpassung des Immobilienportfolios
- Leerstandsabbau
- Modellentwicklung einer neuen Franchise-Kette
Result
- Schaffung einer angepassten Struktur inklusive Prozesse
- Erhöhung der Vermietungsquote
- Erfolgreicher Verkauf von Immobilien
- Aufbau eines bundesweit operierenden Franchise-Unternehmens im Bereich Health-Care
-
Leader of process optimisation
- Customer:
- Building centre central
- Branch:
- Retail industry
- Position:
- Interim Manager
Fingerprint
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Supply Chain Mgmt.
- Turnaround
- Finance
- Focusing
- Interim Mgmt.
- Process Optimisation
- Sales & Marketing
- Strategy / BD
Situation
- cost and process optimisation in a chain store
Tasks
- Leading of a project team with over 60 members
- Transfer of several concepts in 4 track lines with 29 single projects
Result
- Annual cost cutting in double-digit million euro sum
-
Reorganisation of a forwarding agency
- Customer:
- National forwarding agency enterprise
- Branch:
- Transport/Logisitc
- Position:
- CRO
Fingerprint
- IT / Organisation
- Know How
- Out-/Insourcing
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Process Optimisation
- Strategy / BD
- Vacancy
Situation
- Unprofitable Businesses
- No overall strategy
- Lack of brand strategy in the fleet
- Demotivation of staff
Tasks
- Profitabilityanalysis of company areas
- Development of strategy and aim structure
- Sale/exclusion not to the core belonging line of business
- Introduction of an order controlling
Result
- Improvement of financial structure and capital adequacy
- Reduce overall costs by> 10%
- Orientation of the fleet on two brand strategy
- Customization this one-and structuring of operations to aim structure
-
International project management transport infrastructure
- Customer:
- World market leader of connecting welding and repairing of railroad tracks
- Branch:
- Transport infrastructure
- Position:
- CRO
Fingerprint
- Build
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Ressource
- Supply Chain Mgmt.
- Turnaround
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Internationalisation
- Process Optimisation
- Strategy / BD
- Vacancy
Situation
- Rudimentary risk sensibility to the participation in a German-Chinese joint venture
- Many years' loss situation in the North and South American subsidiary company
- No Business Development
Tasks
- Risk analysis of the German-Chinese Joint Ventures
- Execution of market and competition analyses in the North and South America
- Introduction of ERP and MRP systems
- Analysis of the sites in the U.S.
Result
- Exit from the German-Chinese joint venture with a positive sales
- Reconstruction of U.S. society as distribution unit
- Reconstruction of the Brazilian Society for the production unit for the North American market
- Structure Business Development
-
Reorganisation of a construction enterprise
- Customer:
- Middle-class building contractor in the structural engineering and civil engineering and bridge building
- Branch:
- Construction
- Position:
- CRO
Fingerprint
- Build
- Personal
- Know How
- Buying / Logistics
- Out-/Insourcing
- Rebuild
- Ressource
- Supply Chain Mgmt.
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Process Optimisation
- Strategy / BD
- Vacancy
Situation
- Loss situation of some major contracts
- Change in Management
- Demotivation of staff
- Outdated processes
Tasks
- Development of a restructuring plan with consultation society
- Formation of project teams for process analysis
- Revision of the annual planning
- Implementation of SMART Plan projects
Result
- Restructuring completed successfully
- SMART plan potentials realized
- Ability to secure credit
-
Process optimisation and reorganisation real estates
- Customer:
- Municipal real estate enterprise
- Branch:
- Facility Management
- Position:
- CRO
Fingerprint
- Know How
- Buying / Logistics
- Out-/Insourcing
- Rebuild
- Ressource
- Cost Cutting
- Revenue Increase
- Finance
- Focusing
- Interim Mgmt.
- Process Optimisation
- Sales & Marketing
- Strategy / BD
Situation
- Below average empty state
- Lack of definition of core processes
- Yield-weak real estates portfolio
Tasks
- Outsourcing/sale of branch industries
- Transportation of the Facilitymanagements in a subsidiary company of one's own
- Improve the rental situation
- Optimization of the property portfolio by purchase / sale
Result
- Reduce the number on empty state
- Improvement of financial structure, capital adequacy and rating
- Increase the return of the property portfolio
-
Process optimisation and implementation of a comprehensive Facility management
- Customer:
- Führendes Unternehmen im Bereich Banken
- Branch:
- Finanzdienstleistung
- Position:
- Geschäftsführer
Fingerprint
- Build
- IT / Organisation
- Know How
- Buying / Logistics
- Out-/Insourcing
- Project Management
- Supply Chain Mgmt.
- Consulation
- Cost Cutting
- Finance
- PMI
- Process Optimisation
Situation
- Natürliches und externes Wachstum
- Keine einheitlichen Prozesse vor / nach dem Merger
- Keine strukturierten Prozesse
- Unmoderne und ungenügende Anzahl von Arbeitsplätze an verschiedenen Standorten
Tasks
- Implementierung eines ganzheitlichen FM-Managements
- Umsetzung des umfangreichen Sanierungs-, Revitalisierungs- und Neubaubedarfes
- Know-how-Transfer
- Verbesserung der einzelnen Back-Office Leistungen
Result
- Neustrukturierung der Bau- und FM-Abteilung
- Neubewertung der Wertschöpfungskette; Outsourcing
- Schaffung einer zentralen Serviceeinheit
- Erfolgreiche Ausschreibung, Vergabe und Projektmanagement der Bauvorhaben
-
Industrialisation of a finance service provider
- Customer:
- Führendes Unternehmen im Bereich Fondsverwaltung
- Branch:
- Finanzdienstleistung
- Position:
- Geschäftsführer
Fingerprint
- Know How
- Buying / Logistics
- Out-/Insourcing
- Ressource
- Supply Chain Mgmt.
- Technic / Production
- Cost Cutting
- Finance
- Interim Mgmt.
- PMI
- Process Optimisation
- Strategy / BD
Situation
- Natürliches und externes Wachstum im In- und Ausland
- Keine einheitlichen Prozesse vor/nach dem Merger vorhanden
- Keine strukturierten Prozesse (z.B. "Maverick Buying")
- Veränderte Rahmenbedingungen ("Basel II")
Tasks
- Ableitung und Schaffung eines strategischen Rahmens
- Neuausrichtung der Verwaltung (Administration)
- Kostensenkung in allen Bereichen
- Optimierung des Immobilienportfolios
Result
- Konzentration auf definierte Kernkompetenzen
- Neubewertung/Verringerung der Wertschöpfungskette; Outsourcing
- IT-gestützte Optimierung von Prozessen
- Controlling der Verwaltungsleistungen inkl. Implementierung eines Risikomanagements