Hoch professionellen Standards halten einen wichtigen Erfolgsanteil an den von mir übernommenen Aufgaben inne. Dies ist mein Gegensatz zum "typischen" befristet angestellten Manager oder einem nur durch seinen Tagessatz motivierten Berater.

Fakten:
25 Geschäftsführungserfahrung und Restrukturierungs Prozesse quer durch diverse Branchen mit Umsätzen von € 0,5 bis 500 Millionen in Klein- und Mittelstandsbetrieben.

Aufgaben:
Gestellung eines tätigen Hauptgeschäftsführers bei Verkaufs- oder Nachfolgeregelung
Vorübergehende Übertragung der Management-Verantwortung in schwierigen Situationen
Analyse und Konzeptionen
Liquiditäts-und Risikomanagement
Business-oder Projekt-Restrukturierung
Die Rentabilitätsicherung

Befähigungen:
Außergewöhnliche analytische und konzeptionelle Fähigkeiten
Zielorientierte, abschlusssichere Verhandlungsführung
Kommunikativ und Durchsetzunsstark
Ergebnis- und Leistungsorientiert
Konflikt- und deeskalationsstrategische Lösungen
Generelle Problemlösung
Starke interkulturelle Kompetenzen

Honorar:
Tagessatz: Variabel entsprechend der finanziellen- und personellen Verantwortung
Nebenkosten: Reisespesen und Unterbringung, externe Honorare
Erfolgsbonus: Verhandelbar

Der brilliante Manager zeichnet sich dadurch aus, genau zu wissen was er nicht kann und sich genau dafür die/denjenigen sucht der es am besten beherrscht!

High professional standards have a major stake in the success of the assignments we undertake. This contrasts favourably with typical ‘temporary workers’ who may seek ‘permanent employment’ or simply be motivated by a day rate.

Facts:
20 years of management experience and restructuring processes across various sectors in revenues from € 0,5 to 500 million in SME's

Tasks:
Provision of senior executive management of changes or transitions
Temporary transfer of management responsibility in difficult situations
Analysis and Conceptions
Liquidity- and Risk Management
Business- or Project Restructuring
Profitability Restoration

Skills:
Exceptional analytical and conceptual skills
Target leading negotiator
Communicative and Enforcing
Results- and performance-oriented
Conflict de-escalation skills
Problem solving
Strong intercultural competences

Fees:
Daily rate: Variable analogous to financial- and human responsibility
Side Expenses: Travel expenses and accommodation
Success Bonus: to negotiate

A brilliant manager is one who knows exactly what he can't do, thus looking for those who can do it proper!

Kosten- Nutzenorientierung
Verschiedene Faktoren machen meine Leistung effizient für ihr Unternehmen.

Investitionsrentabilität
Zusätzlicher Wert entsteht durch den Nutzen meiner Fähigkeiten und Kenntnisse die Sorge für das Ergebnis, eine Lösung, Leistung oder Risikominimierung tragen welche die Investition für Sie signifikant rechnet. Diie Honorare sind Ergebnis- bzw Erfolgsorientiertund werden an der Leistung nicht an der blossen Anwesenheit gemessen.

Schnelligkeit
We can be in place within days as opposed to weeks or months which is essential when time constraints are paramount. Being practiced in engaging promptly with the situation, we become effective quickly upon joining your organisation. Because of our experience and expertise, we also conduct and complete assignments effectively.

Fachwissen
Typischerweise bin ich, für die übernommene Aufgabe umfassend qualifiziert, auf der oberen Führungsebene tätig. Häufig trage ich Fähigkeiten und Kenntnisse bei die sich auf spezifischen Befähigungslücken oder Probleme konzentrieren. Meine Erfahrung und Wissen ermöglicht mir von Beginn an eine hohe Effektivität und einen spürbaren Einfluss auf die Maximierung der Erfolgswahrscheinlichkeit.

Objektivität
Ich biete eine neue Perspektive und bin in der Lage mich auf das Wesentliche und Beste für das Unternehmen zu konzentrieren. Als externer Manager, bin ich in der Lage, unabhängig und unbeeinflusst von eingefahrener von eingefahrener Unternehmenspolitik, Kultur oder Struktur zu arbeiten.

Zuverlässigkeit
Anstelle einer rein beratenden Rolle übernehme ich auch Eigenverantwortung für das Unternehmen oder Projekt. Ich werde für das Ergebnis verantwortlich gemacht und als Werkzeug für den Erfolg gebe ich ihnen gedanklichen Freiraum für andere strategische Aufgaben.

Effektivität
Die Vorstands/Eigentümernähre bei meiner Arbeit gibt mir die nötige Authorität und den Respekt signifikante Änderungen im Unternehmen umzusetzen. Im Gegensatz zu einem vorübergehend angestellten Manager bin ich nicht nur blosser Statthalter. Ich bringe aktive einen Zusatznutzen/wert in das Unternehmen, selbst wenn die Aufgaben oder zu treffende Entscheidungen schwierig sind.

Cost Effective Value Proposition
Several factors make our offer efficient to your organisation.

Return On Investment
We add value by using our skills and expertise to help deliver an outcome, solution, service or mitigate risk that provides a meaningful ‘Return On Investment’ to you. We are paid on the understanding of goals and objectives being performed and delivered, and not simply on the basis of attendance.

Speed
We can be in place within days as opposed to weeks or months which is essential when time constraints are paramount. Being practiced in engaging promptly with the situation, we become effective quickly upon joining your organisation. Because of our experience and expertise, we also conduct and complete assignments effectively.

Expertise
We typically operate at a senior level, well-qualified for the roles we take on. We often bring skills and knowledge in place, to address specific skills gaps or problems. Our experience and expertise enables us to be productive and make a noticeable impact from the outset, maximising the likelihood of success.

Objectivity
I offer a new perspective and am able to concentrate on the essential and best for the company. As an external manager, I am able to work, independent and not influenced by ingrained corporate policy or culture or crusted structures.

Accountability
Rather than taking on a purely advisory role, we are managers who will take responsibility for and manage a business or project in our own right. We will be held accountable for results and by being instrumental in an assignment’s successful delivery, We give you the peace of mind that we have the stewardship of the project in hand.

Effectiveness
Operating at or near board-level gives us the authority and credibility to effect significant change or transition within your company. Unlike a ‘temp’, we're not just there to ‘hold the fort’. We actively add value to your organisation as a result of our expertise and approach, even when the work and the decisions to be made are difficult.

Mein Aufgaben-Lebenszyklus
unterscheidet sich in Umfang und Anforderungen, umfasst Führungsstrukturänderungen, Überbrückungsaufgaben, Projektleitung und "Turnaround-Management". Die folgenden Stufen zeigen den typischen "Aufgabenlebenszyklus" nachdem ich vorgehe.

Einige Stufen können viel mit Beratung gemeinsam haben, aber die mir obliegende Rechenschaftspflicht und Verantwortung für eine erfolgreiche Analyse und Lieferung einer passenden Lösung, ist das was mich einzigartig macht.

1. Der Beginn. First we make initial contact and explore the requirement sufficiently for you to be able to decide our engagement and address the situation. This is likely to involve a ‘preliminary’ assessment of what you think you want and the boundaries of our contribution. Typically this takes place over one or more initial meetings and results in our provisional engagement.

2. Die Diagnose. We research the current situation in order to understand it, how it came about, what are the requirements of the varying stakeholders. At this stage a more detailed understanding of ‘what the situation is’ is formed as well as approaches to address it. Differing issues or problems may come to light at this stage than you've initially highlighted. On a ‘gap’ assignment this diagnosis may run concurrently with the handling of immediate issues. Typically the diagnosis stage will take a few days.

3. Das Angebot. We present a more detailed proposal which acts as the Assignment objectives and plan. If this differs significantly from the preliminary plans determined at ‘Entry’, the solution may involve different requirements from us or possibly the ending of the assignment. This ‘Proposal’ may challenge your understanding of the situation, on the basis of our expertise. We take the responsibility to propose a solution most likely to be effective, not automatically the one originally requested. In the case of a ‘gap assignment’ such a proposal may simply outline how we will be a ‘safe pair of hands’.

4. Die Umsetzung. We take responsibility for managing the intervention, project, or solution, tracking progress and conducting periodic feedback reviews with you. During this stage, we particularly exemplify our expertise, accountability and effectiveness. Depending on the assignment, we get as close to the situation as it is necessary, whilst remaining an independent practitioner. We may be managing teams, projects, dealing with crises or transformations not simply ‘holding the fort. Our implementation is unencumbered by company politics or culture, focused on the task in hand.

5. Der Abschluss. Approaching project end, we ensure that objectives have been met, that you're satisfied. This stage may involve ‘knowledge handover and training’, determining and sourcing ‘business as usual’ successors, and ‘sharing lessons learnt’ in the process. We're focused on the assignments success and not just the length of our tenure, which means that this stage can proof our professionality and objectivity.
Usually this will be end of our relationship. But sometimes we may continue to give occasional ad hoc consultancy or we will be re-engaged on a follow-on or further assignment.

Some stages may have much in common with Consultancy, but the accountability and responsibility for successful analysis and delivery of a fitting solution that we have , is what makes us unique.

1. Entry. First we make initial contact and explore the requirement sufficiently for you to be able to decide our engagement and address the situation. This is likely to involve a ‘preliminary’ assessment of what you think you want and the boundaries of our contribution. Typically this takes place over one or more initial meetings and results in our provisional engagement.

2. Diagnosis. We research the current situation in order to understand it, how it came about, what are the requirements of the varying stakeholders. At this stage a more detailed understanding of ‘what the situation is’ is formed as well as approaches to address it. Differing issues or problems may come to light at this stage than you've initially highlighted. On a ‘gap’ assignment this diagnosis may run concurrently with the handling of immediate issues. Typically the diagnosis stage will take a few days.

3. Proposal. We present a more detailed proposal which acts as the Assignment objectives and plan. If this differs significantly from the preliminary plans determined at ‘Entry’, the solution may involve different requirements from us or possibly the ending of the assignment. This ‘Proposal’ may challenge your understanding of the situation, on the basis of our expertise. We take the responsibility to propose a solution most likely to be effective, not automatically the one originally requested. In the case of a ‘gap assignment’ such a proposal may simply outline how we will be a ‘safe pair of hands’.

4. Implementation. We take responsibility for managing the intervention, project, or solution, tracking progress and conducting periodic feedback reviews with you. During this stage, we particularly exemplify our expertise, accountability and effectiveness. Depending on the assignment, we get as close to the situation as it is necessary, whilst remaining an independent practitioner. We may be managing teams, projects, dealing with crises or transformations not simply ‘holding the fort. Our implementation is unencumbered by company politics or culture, focused on the task in hand.

5. Exit. Approaching project end, we ensure that objectives have been met, that you're satisfied. This stage may involve ‘knowledge handover and training’, determining and sourcing ‘business as usual’ successors, and ‘sharing lessons learnt’ in the process. We're focused on the assignments success and not just the length of our tenure, which means that this stage can proof our professionality and objectivity.
Usually this will be end of our relationship. But sometimes we may continue to give occasional ad hoc consultancy or we will be re-engaged on a follow-on or further assignment.