Turnaround & Restructuring Archive - Page 2 of 3

Interim CFO / Establishment of the finance department – from 0 to 100

Automotive industry, BRANCHES, CASES, CHALLENGES, Corporate & Business Development, CRO / Restructuring, Finance & Controlling, FUNCTIONS, Interim Manager, IT, telecommunications and media (ICT), Management / Board of Directors, Mergers & Acquisition, Performance Improvement, Private Equity / Financial Services, SOLUTIONS, Turnaround & Restructuring / By LukasStoellinger

An online digital marketing agency was acquired by a private equity firm. The private equity house invests in successful, owner-managed companies and supports them locally in their future-oriented development. The company had to be brought up to the level of a stock corporation in the financial area and to the requirements of the private equity company, virtually from here to now!

Interim CFO / Establishment of the finance department – from 0 to 100 MEHR »

Interim CRO / P&L gap analysis and EBIT increase of a Tier 1 supplier

Automotive industry, BRANCHES, CASES, CHALLENGES, Corporate & Business Development, CRO / Restructuring, FUNCTIONS, Interim Manager, Logistics / SCM / Purchasing, Management / Board of Directors, Mergers & Acquisition, Performance Improvement, SOLUTIONS, Turnaround & Restructuring / By LukasStoellinger

In the course of the earnings analysis, the P&L margin is to be examined and the profitability of the supplier is to be increased significantly….

Interim CRO / P&L gap analysis and EBIT increase of a Tier 1 supplier MEHR »

Interim CRO / Continuous Improvement & Lean Management

Automotive industry, BRANCHES, CASES, CHALLENGES, Corporate & Business Development, CRO / Restructuring, FUNCTIONS, Interim Manager, Management / Board of Directors, Mergers & Acquisition, Performance Improvement, Production / Technology / QM, SOLUTIONS, Turnaround & Restructuring / By LukasStoellinger

As part of the focus on operational excellence and increasing production performance, the manufacturing costs of an automotive supplier were to be optimized and reduced….

Interim CRO / Continuous Improvement & Lean Management MEHR »

Interim CRO / Reduction of quality costs of a tier 2 supplier

Automotive industry, BRANCHES, CASES, CHALLENGES, Corporate & Business Development, CRO / Restructuring, FUNCTIONS, Interim Manager, Mergers & Acquisition, Performance Improvement, SOLUTIONS, Turnaround & Restructuring / By LukasStoellinger

As part of the restructuring, the internal and external quality costs of a Tier 2 supplier should be reviewed and significantly reduced….

Interim CRO / Reduction of quality costs of a tier 2 supplier MEHR »

Interim CRO / Restructuring and increase critical equity ratio

A strategy for rapidly increasing the equity ratio of a Tier 1 should be developed within the framework of the owner-supervisory board. The corporate imbalance had resulted over the last few years from the Corona crisis, the microchip crisis and the massive increase in raw material costs….

Interim CRO / Restructuring and increase critical equity ratio MEHR »

Interim CEO / Turnaround at COVID times

BRANCHES, CASES, CHALLENGES, Corporate & Business Development, CRO / Restructuring, Executive Search & Recruiting, FUNCTIONS, Interim Manager, Management / Board of Directors, Mergers & Acquisition, Performance Improvement, Retail / Consumer Goods / FMCG, SOLUTIONS, Turnaround & Restructuring / By LukasStoellinger

The company is one of the most important producers of frozen food in Austria and has been facing a negative business development for more than 10 years. A turnaround is essential for the continued existence of the company….

Interim CEO / Turnaround at COVID times MEHR »

Turnaround with force and effect

An owner-managed, medium-sized group of three companies is to be sold. The situation is sensitive: EBIT is weakly positive, the seller has a business and legal history, a project with several challenges….

Turnaround with force and effect MEHR »

Project for the reorganization and sale of the company

The project focused on the acquisition of an international group of companies/food discounters with stores in Spain, Portugal, Brazil and Argentina from a London-based investment firm. The deal also includes the network of former Schlecker stores in Spain and Portugal. The business was making losses and is not properly strategically positioned. The order included a refurbishment and sale of the business.

Project for the reorganization and sale of the company MEHR »

Project for cost optimization in the production of a flat glass manufacturer

BRANCHES, CASES, CHALLENGES, Construction and real estate industry, Consultants, FUNCTIONS, Interim Manager, Other manufacturing industry, Performance Improvement, Production / Technology / QM, SOLUTIONS, Turnaround & Restructuring / By LukasStoellinger

For a Japanese flat glass manufacturer with European HQ in Brussels, costs were optimized in their 16 large production plants in Europe. A mid-single-digit million amount per year was identified as potential savings, and a methodology was developed that can be repeated every two to three years.

Project for cost optimization in the production of a flat glass manufacturer MEHR »

Development and optimization of the customer experience in an international FMCG group

BRANCHES, CASES, CHALLENGES, FUNCTIONS, Interim Manager, Performance Improvement, Project and program management, Project and Program Manager, Retail / Consumer Goods / FMCG, SOLUTIONS, Turnaround & Restructuring / By Dr. Alexandra Mayr

The company was not satisfied with the performance of Customer Service and therefore had to part with the management at short notice. There were large gaps in the know-how regarding tools and processes in customer service, but also weak leadership of the team. Therefore, an interim solution was sought to establish good leadership here, to strengthen the team and also to bring in practical experience and know-how in customer service.
The strategic decision to optimize the customer service area and develop it in the direction of customer experience required a quick solution. The urgent and important process optimization in all areas had to be tackled immediately, so an interim manager was sought.

Development and optimization of the customer experience in an international FMCG group MEHR »