Interim CFO & COO:
Leadership for critical phases
Interim CFO & COO:
Interim leadership for critical phases
As an Interim CFO or COO, I take on operational responsibility within your management team when you require a solution to bridge a vacancy or a strong driver for transformation for a defined period of time (typically 9–18 months).
More Than Just Administration
Developing the Team into a “Powerhouse”
For me, an interim mandate does not mean merely managing the status quo. My core competence lies in quickly shaping the existing team and developing it into a high-performing unit – a true powerhouse.
To do this, I combine two worlds that are often viewed separately:
Management Excellence: Many years of leadership experience in manufacturing and trading companies (with a focus on finance, supply chain and operations).
Human Effectiveness: The experience and training to guide people towards their personal peak performance.
Results
• Liquidity & efficiency: Reduction of working capital by 30% within just 9 months.
• Difficult personnel decisions: Necessary replacement of an employee in a business-critical role.
The special aspect: the process was managed so fairly and transparently that the affected employee expressed gratitude for the new direction one year later.
Results from practice
What can realistically be achieved within a 9–12 month mandate? Here are concrete results from previous projects:
Financial Performance:
EBITDA increase: Improvement of operating profit by more than 50% within 12 months.
Liquidity & efficiency: Reduction of working capital by 30% within just 9 months.
Team & Culture:Integration & high performance: Forging an international expert team of very different personalities into a high-performing success engine for the company.
Difficult personnel decisions: Necessary replacement of an employee in a business-critical role.
The special aspect: the process was managed so fairly and transparently that the affected employee expressed gratitude for the new direction one year later.
For whom?
When to consider an interim mandate?
Bridging a vacancy: When a successor is still being sought, but decisions cannot wait.
Scale-up phase: When professional structures (finance, processes, reporting) must be introduced in order to manage growth successfully.
Turnaround: When tough decisions are necessary that would overburden internal managers, or when objective clarity from outside is required.
Contact me for a confidential conversation about your challenge.
Let’s Talk About Your Situation
Schedule a meeting
Let’s talk about your situation.
Are you looking for someone who can take on operational responsibility immediately while strengthening your team at the same time? Contact me for a confidential conversation about your mandate.
Interim CFO/COO FAQ
What does an Interim CFO/COO actually do in manufacturing companies?
As an Interim CFO/COO, I take on the role for a defined period of time – as part of your management team.
Typical assignments are when a company is growing rapidly (and wants to take the time to fill the position permanently with the right person) or during a period of crisis (for example, when the previous manager is no longer available).
Assignments usually last between 9 months and 1.5 years.
For which company size does interim management make sense?
My focus lies on medium-sized manufacturing companies (up to approx. 1,000 employees and around €1 billion in revenue).
My contribution is particularly valuable in critical phases such as turnarounds, post-merger integrations, ERP go-lives or acute quality and delivery problems.
Do you work in Austria and Germany – also on site at the plant?
Yes, I take on mandates throughout Austria and Germany.
For COO mandates, I am full-time on site at the relevant location at the beginning in order to fully understand the situation on the ground. Later on, we decide together to balance on-site with remote.
How quickly can you start and how does onboarding work?
A start is typically possible within 10–15 working days. My process follows a clear structure:
- The first four weeks: In-depth analysis of financial figures, processes and – most importantly for me – intensive dialogue with the team and peers.
- The hypothesis workshop: After the first month, I present my observations to the management team. Together we clarify direction and priorities.
- Implementation: The goal is to establish measures in such a way that the organisation can continue successfully without me as quickly as possible.
What particularly characterises your way of working?
I combine 25 years of line management experience in manufacturing and trading companies with the agility gained from six years of interim management.
I combine the proven structured approach from corporate with the speed and agility of scale-up companies.
I do not only bring technical expertise but also calmness and stability in challenging phases.
My approach is distinguished by a strong focus on people. My guiding principle is:
“Extraordinary success through enthusiastic employees.”
From day one, I work closely with the team to strengthen its capability to run the show themselves.
In terms of content, my focus often lies on operational working capital management, enabling rapid improvements in cash flow through process optimisation.
Which KPI results are realistic?
I manage according to your company’s key performance indicators, while often helping to sharpen operational reporting first. The following results have been achieved in previous mandates:
- Working capital: Reduction of days outstanding by 30% (within 4 months) while maintaining stable customer satisfaction.
- Inventory management: Reduction of stock levels by more than 50% while improving product availability (within 9 months).
- Profitability: Increase of EBITDA by approximately 30% within 9 months.
