Performance increase and professionalisation

Performance increase and professionalisation

We examine all parts of the value chain for their potential for results and performance and assess the company’s processes and structures. Our examination is guided by our best-in-class knowledge and our experience in various industries. Drawing on the results of our analysis, we develop measures to increase the results and the business units’ performance, and to achieve a best-in-class working method. We implement these measures together with the company’s employees.

We successfully implement our plans based upon analysis, a structured approach, experience and intercultural expertise.

WORKING METHODS

This could involve the following:

Realignment of the product portfolio, pricing strategies and pricing models for the sales channels
Realignment of sales force and sales activities to the classic and digital markets
Development or further development of CRM and CSM systems
Introduction of an integrated ERP system and adaptation of the working method in the company
Building a well-functioning global supply chain
Outsourcing of internal services to shared service centres

MANAGEMENT

Performance increase and professionalisation

References from the field of performance improvement and professionalisation

Head of HR and restructuring of logistics with works council negotiations

Hospital – Developing a strategy, optimising revenue, certification, operational management, budget negotiations

System construction – Optimising planning and reporting systems, fast close, liquidity management, responsibility for vendor due diligence

Industrialisation of process equipment for exterior components

Managing production for a German technology leader in electron beam welding

Turnaround management and post-merger integration, first adviser, then interim CFO/CRO

Implementing a redevelopment report and improving performance in the executive bodies (commercial management)

Restructuring the technology holding company and sale of a business segment, first adviser, then general representative (interim)

Process manual created for HR processes

Project management outsourcing of wage and payroll accounting to external service providers

Interim personnel management, strategic and operational HR work

Establishing a new HR department after a carve-out

Group CFO / Responsibility for Finance & Controlling, IT, HR, Organization

Executive Management Finance & Controlling, Administration, HR and IT in international subsidiaries

Acquisition of a company (JV/buyer) (M&A)

Process design & process cost controlling for global supply chain

Reorganisation / restructuring after realignment of group strategy

Setup and implementation of a state-of-the-art financial management

Design and roll-out a Group Contribution Planning & Controlling System in overseas markets

Management during Merger Integration Phase