Interim management of financial and controlling teams. It is important to me not to move in a permanent optimization loop like a classic consultant, but to accompany and support the team through the transition phase. The focus is on a frictionless design and execution of the processes, a quick start and a structured exit.

Besides management issues, a short-term gap sometimes arises due to the loss of an employee with special knowledge and/or experience. In such a case it is a proven method to extend the transition phase by deploying an interim manager. In this case, the focus is on securing the knowledge, documentation and passing it on to the successor.

There will always be situations in which core tasks such as planning, budgeting, and reporting cannot be carried out on the required performance level, either because resources are lacking or because the corresponding team is overloaded with special tasks and projects. Such situations can be bridged by the deployment of interim managers.

In the context of software introductions or migrations, it is important to ensure that the business department is adequately represented in the IT projects in addition to the regular operations. This can be achieved in the form of requirement specifications, either in workshops or documents. In such a situation, a human interface is needed that can communicate and collaborate with both the business department and the IT experts.

For projects in the financial sector, it is usually advisable to deploy experienced personnel with specialist experience in a project management function or in the project management office.

Activities in connection with company mergers or company relocations are a typical situation for the application of interim managers. This aspect is rather a special occasion for the above-mentioned assignments. In terms of content, the focus is on the integration of corporate structures and IT systems.

Restructuring/reorganization is another possible reason for the assignment cases mentioned above. In such cases, the focus is usually on measures that can be implemented in the short term and on securing liquidity.

This topic differs from the typical interim management services and can rather be regarded as a consulting activity. Through my experience in M&A and venture capital, I encountered the creation and analysis of business plans and financial models at an early stage of my career. Similar analyses in the form of business cases and investment calculations are also required in the corporate (non-start-up) environment. In this area I can offer you substantial support.