Reorganization and relocation
of companies/business units
Industrial tools
Relocation of a production unit from Germany to China and Turkey within 15 months
Relocation of a national sales unit within 15 months
Reorganization of a production unit within 8 months
Executive coaching and workshops on transformation leadership & management for production managers, HR and finance managers
33 months (October 2021 to June 2024) as Senior HR Manager at Walter AG (SANDVIK Group)
Relocation of larger production and sales units with up to 300 employees as independent operational changes.
This included the negotiation and implementation of various reconciliation of interests and social plans with and without conciliation bodies, withdrawal from the collective bargaining association of the metal/electrical industry and the avoidance of transfers of business units.
- Planning, negotiation and implementation of different reconciliation of interests and social plans based on various voluntary programs without compulsory redundancies; budgets only used to approx. 70% and 85% respectively.
- Set-up and implementation of new recruitment and onboarding approaches along the “Candidate Journey” to attract over 40 new specialists within 6 months.
- Developing and implementing alternative models for working time flexibilization and employee participation within 4 months.
- Initiate and implement new “Operational Excellence” staff positions as “Chief of Staffs” for all CXOs and VPs
- No labor court disputes.
Automotive
Re-organization of a production site in the automotive group Tier 1 sector
10 months (January 2019 to October 2019) as Senior HR Manager at MAGNA International
Finalization and implementation of reconciliation of interests and social plan via various voluntary programs
- Rapid finalization of reconciliation of interests and social plan within a few days – together with the social partners
- Implementation of a volunteer program in 6 weeks with significant savings in the multi-million EUR range.
- Establishment of a new pool of jumpers in 12 weeks.
- External review of the volunteer program after 6 months.
- No legal disputes in labor courts.
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Realignment of HR organizations
in the chemical industry
ESIM Chemicals GmbH (SUN Capital)
Realignment of the HR department
Preparing a carve-out for an operating unit as part of a strategic M&A process
Establishment and expansion of a transformation management office
6 months (April 2020 to October 2020) as Senior HR Manager
Realignment of human capital management in the context of vacancy bridging
- Reorganization planning completed in 4 weeks.
- Most urgent changes implemented in 7 months under corona conditions – including the necessary negotiations and agreements with works councils and trade unions.
- HR & organizational due diligence created and updated within a few weeks.
- HR IT systems modernized in 3 months.
- Parallel to this: Establishment/expansion of a new Transformation Management Office
ALLESSA GmbH
Realignment of HR area
Reorganization of production, research and sales units
Rapid reduction in high fluctuation and sickness rates
7 months (April 2018 to November 2018) as Senior HR Manager.
Realignment of human capital management
as part of vacancy bridging – rapidly reducing the high fluctuation and sickness rate as well as closing unprofitable production sites and selling profitable assets
- Fluctuation rate reduced to > 3% in 6 weeks.
- Sickness rate reduced to > 4% in 3 months thanks to BGM.
- Time to fill vacancies reduced by over 47% in 5 months.
- HR & organizational due diligence created and updated within a few weeks.
- Adaptation of modern HR systems and parallel initiation and introduction of BGM within 3 months.
Our Clients
Program Management
for enterprise cloud platform transition
and operational turnaround management
Engineering services
Transition enterprise cloud platform solution for CRM and volume recruiting
- 10 different software products for 4 companies in Germany and abroad as well as numerous international service providers
Significant conflicts between requirements and product management
6 Monate (Oktober 2019 bis Mai 2020) als Program Director and Transition Manager bei der ABLE Group
Platform transition for > 2,000 business users based on digital CRM cloud platform solutions from Salesforce
- Transition strategy successfully implemented with new PMO structure.
- Prototype developed in 3 weeks, test scenarios carried out in 6 weeks.
- Transparent communication implemented in the organization.
- Delays in release management taken into account, methodology changed.
- Compliance risks reviewed via GDPR audit.
New managers for product and release management fully trained in 6 weeks.
Plant and mechanical engineering (large power plants, process industry)
Turnaround & transformation management of the group under out-of-court IDW S6 conditions and integration of a subsidiary by means of protective shielding proceedings.
Plant closure and relocation of the production site as well as reorganization of the sales divisions and the valve plant.
PMO tasks for controlling and monitoring the various initiatives, actions & measures.
18 months (January 2016 to October 2017) as Program Director and Turnaround Manager at PERSTA GmbH (SIEPMANN Group)
Restructuring of the valve plant and associated subsidiaries – including the preparation, support and follow-up of negotiations on reconciliation of interests & social plan as part of the operational changes and the avoidance of transfers of operations in accordance with § 613 BGB – parallel to this, the splitting of the company on the basis of employment contracts not bound by collective agreements and the implementation of various reorganization measures for the affected operating units.
Establishment and expansion of programme management to control strategic turnaround and transformation projects – including authority to act for the group as well as the reorganization of the sales areas towards customer value management and implementation of digital cloud-based CRM platforms.
Implementing commercial and technical CPQ functionalities in CRM platform and ERP system to build a product configurator as an innovative SMART Manufacturing Solution, incl. identifying, attracting and developing high potentials for new leadership roles.
- Successful negotiations with the works council and trade union on the necessary operational changes within a few weeks
- Preparation of protective shield proceedings for subsidiary within 10 weeks – incl. recruitment of new restructuring consultants & change coaches
- Successful turnaround for various sales areas within 15 months – incl. implementation of sales force platforms – to stabilize sales and increase operating profit; thereby changing the corporate culture in the old economy area
- Reorientation of the sales and product management area towards a genuine customer value-oriented service area
- Development of a functional SMART manufacturing system based on the CRM and ERP platforms
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Expansion of the product portfolio
Aviation/ further education
Management of a nationally active company with a focus on aviation
more than 200 employees
more than € 35 million balance sheet total
3 months as a consultant
- Development of additional short and medium-term services to create a genuine value proposition
- Consideration of the basic customer needs of the different target groups
- Development of customer clientele via different sales channels
- Identification of key partners and resources
- Description of the necessary key activities
- Forecasting the necessary expenditure and income opportunities