Interim CFO for Automotive, Metallurgy und B2B Services
Specialist for Private Equity and International Companies
Turnaround Management and Restructuring on C-Level
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Tel.: +49 174 8133784
My Key Areas of Expertise
CFO for Private Equity and International Companies
CFO for Private Equity and International Companies
From due diligence to exit, I am familiar with all phases of the private equity process. Post-merger integration in particular often presents both strategic and cultural challenges. With years of experience in national and international M&A projects, I contribute to meeting the expectations of investors both at home and abroad.
Turnaround Management and Restructuring
Turnaround Management and Restructuring
Crisis situations require swift and decisive action. In such cases, the immediate focus is usually on securing liquidity and financing in the short term, as well as returning to profitability. Whether it's implementing cost reductions or achieving profitable growth — I am your go-to partner.
Automotive, Metallurgy and B2B Services
Automotive, Metallurgy and B2B Services
European industry is facing a wide range of challenges. Intensified competition from Asia, rising energy prices, and overregulation are putting pressure on margins. What’s needed is an experienced CFO who understands industry-specific issues and proactively develops solutions.
Selected Project Highlights
Securing Liquidity for an Automotive Supplier in a Project-Based Business
Securing Liquidity for an Automotive Supplier in a Project-Based Business
PE-backed Company (Automotive Sector)
Challenge / Objective:
Tier 1 automotive supplier operating in long-term project business experiences a significant increase in order volume following market consolidation.
Resulting pre-financing requirements of several million euros cannot be covered through internal cash flow.
Sudden, health-related absence of the company’s CFO.
Actions / Solutions:
Assumed interim CFO role and operational responsibility.
Successfully negotiated bridge financing with the investor via a shareholder loan.
Collaborated with a renowned auditing firm to prepare an IDW S6 restructuring opinion to safeguard the company’s future.
Successfully negotiated a substantial increase in the company’s credit line with its principal banks.
Negotiated improved prepayment terms with key customers.
Results:
Long-term liquidity of the company secured.
Turnaround and Partial Divestment of a Loss-Making Business Unit
Turnaround and Partial Divestment of a Loss-Making Business Unit
Family-Owned Large Enterprise (B2B Services)
Challenge / Objective:
Growing losses in one business unit due to falling market prices and rising labor costs
Previous turnaround attempts failed to deliver sustainable results
High employee turnover and frequent changes in management
Objective: Achieve a turnaround and/or partial sale of the business unit
Actions / Solutions:
Detailed analysis of revenue and profitability, identifying unprofitable product segments
Development of a restructuring plan based on portfolio streamlining, infrastructure optimization, and discontinuation of select services
Sale of a facility through a management buyout (MBO)
Design, negotiation, and implementation of a social compensation plan for 200 employees
Results:
Improvement of EBIT by €1.5 million p.a.
Rebuilding Central and Global Treasury After PE Acquisition
Rebuilding Central and Global Treasury After PE Acquisition
PE-backed Company (Metallurgy Sector)
Challenge / Objective:
Treasury and insurance functions had previously been managed at the level of the former shareholders.
After the acquisition by a private equity investor, these functions needed to be rapidly established at the company level.
Risk: Breakdown of global cash management and loss of insurance coverage for the corporate group.
Actions / Solutions:
Launched an RFP process to select a new insurance broker
Implemented a new global cash management tool (Nomentia)
Updated internal policies for cash management and insurance
Reviewed insurance coverage in cooperation with the new broker
Hired a full-time treasury and risk manager
Negotiated a €5 million revolving credit facility (RCF) with a local bank
Set up a virtual cash pool for the Eurozone
Results:
Seamless continuation of global cash management
Optimization of the cash pool, generating annual interest savings of €150K
Early repayment of a €10 million shareholder loan
Continuous full insurance coverage for all global subsidiaries
Optimization of insurance policies, resulting in €80K in annual premium savings
Establishment of a Shared Service Center for All German-Speaking Countries
Establishment of a Shared Service Center for All German-Speaking Countries
International Publicly Listed Company (B2B Services)
Challenge / Objective:
Fragmented finance structures across multiple locations within the RI Group
Outdated financial systems with high maintenance requirements
Inefficient processes and overstaffing at individual sites
Objective: Centralize all finance functions at a single location and optimize workflows and processes
Actions / Solutions:
Developed a comprehensive project plan for implementing a Shared Service Center, addressing all personnel, spatial, technical, and timeline requirements
Migrated legacy data to a new financial system
Defined and implemented standardized future processes
Hired and trained staff at the central location
Designed and negotiated a social plan for the sites to be phased out
Results:
Successful implementation of the Shared Service Center with annual savings of €500K
About Me
I am a trained business economist (Diplom-Kaufmann) and have been a successful interim manager since 2019. As CFO, Finance Director, or Commercial Director, I support clients in the automotive, metallurgy, and service industries with demanding financial projects. Numbers are my strength and form the foundation of every project. But equally important is looking beyond the numbers — to understand the background and context. Only then can data be interpreted correctly and transformed into actionable insights that support effective decision-making.
Bridging the world of numbers with day-to-day operations is especially important to me. This is how I contribute to my clients' success as a true business partner.
Experience & Expertise
With over 30 years of professional experience, I bring a broad spectrum of expertise to every assignment. My core competencies include:
Leadership roles in owner-managed, international publicly listed, and private equity-financed companies of all sizes at the C-level
Establishment and development of national and international finance departments, including implementation of new controlling and accounting systems
Restructuring and transformation of distressed businesses, with a particular focus on liquidity management, cost reduction, and identification of profitable growth opportunities
M&A activities including due diligence, post-merger integrations, and transitional service agreements
Approach
As a hands-on interim manager, I actively drive the implementation of projects and lead by example. Open communication and close collaboration with the team are essential to me. I lead with empathy, stay connected to people within the organization, and ensure that everyone is aligned with the project’s goals.
In my role, I critically assess structures and processes, openly address difficult topics, and bring fresh perspectives, ideas, and solutions to the table. I quickly adapt to new tasks and familiarize myself with unfamiliar structures, organizations, and teams with ease.
Leadership
“As a Finance professional, I understand the numbers. As a manager, I understand the people. That’s how I lead you to success.”
With my many years of professional experience, I support teams in adapting to new realities, growing, or transforming. I speak the language of finance teams and successfully rally them — along with the wider organization — around a shared goal.
Especially during integration processes, I understand how to navigate cultural differences. I help stakeholders communicate effectively and support the unification of diverse business units. Thanks to my open and approachable manner, I easily build rapport with employees and communicate confidently across all levels of the organization. I listen, understand, and act — involving, challenging, and empowering those around me.
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