Turn Around Manager

In the course of globalisation, every company is exposed to constant alteration and reorganisation requirements. The productivity and efficiency pressure is continuously increasing. Change is the challenge to ongoing organisational adjustment, in order to always be sustainable.

Those who want to steadily participate in the market successfully, require competitiveness. Competitiveness consists of the possession of basic capabilities and business processes, as well as adaptability.

Those who strive for excellence and market leadership in their line of business will have
to develop the adaptability of their organisation to the core capability.

Change management or rather change processes are to be initiated at an earlier stage, and they are to be accomplished better, quicker and more continuously than the competitors.

In periods of transition I will help you as turn around manager / reorganisation manager / restructuring manager for the solution of assignments at issue with the goal of quickly increasing the efficiency of your company.

Typical assignments of a turn around manager are:

  1. Increase of the profitability and internal financing power of your company
  2. Localisation of the value creators versus the value annihilators
  3. Enhancement of the efficiency reserves in the organisation
  4. Increase of the corporate value for an upcoming sale
  5. Solution for a case of reorganisation
  6. Systematic accretion of the holding portfolios
  7. Development and implementation of a result improvement programme for the cash flow increase and improvement of the interest payment capability
  1. Recovery of the competitiveness

The successful use of the transition periods and development of new strengths calls for the following understanding by the interest groups in order to be successful as a management team:

  1. Management commitment, that means a very high level of commitment by the management
  2. Quick implementation, that means a very quick pace for the realization of the concept
  3. Turn Around Manager / Chief Restructuring Manager has line function with managerial authority
  4. Integrated concept on the basis of sales-up-strategies and profit improvement programmes
  5. Intensive project controlling / reorganisation controlling
  6. Involvement of the work council and open communication
  7. Dedication and commitment of the associates
  8. Alteration of the value added structure
  1. Implementation of early warning systems