Projects

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Rebuilding of a production plant of COMPO EXPERT GmbH in Krefeld

Sector	Production of liquid and firm Fertilisation
Size of company	Turnover 500 Million € - 450 employees
Objectives	Rebuilding production and storage areas of a largely burned down plant of COMPO EXPERT GmbH in Krefeld including conveyor technology for storage and removal of raw materials and finished products, extended infrastructure of energy, air operating equipment, steam and condensate as well as construction of production of long-term fertilizer within time and financial budgets
Activities	Project Management with 14 sub project managers Controlling of cross-divisional functions time management, cost control, financing, contracting, claim management, insurance, building and public procurement law Permit application planning, detailed engineering contracting building and technology leading of internal and external construction supervision Project accounting Budget controlling Re-start of production
Results	The project was handed over to the client after a 26 months construction time and an investment of 66 Million Euro. All technical and financial requirements were met.
Function	Project Manager
Duration of project	34 months (2013-2016)

Restructuring a commercial vehicle company

Sector	Vehicle manufacturing
Size of company	Turnover 40 Million € - 200 employees
Objectives	Restructuring according to a reorganisation report IDW S 6 issued by a consulting group. Strategic realignment.
Activities	Management of the company as CEO and CRO Loan negotiations for restructuring Implementation of the reorganisation report Process analysis Development of a project management and strategy Restructuring of the sales organization and production Product optimization and development Procurement and logistics reorganization, data improvement Implementation of calculation and cost accounting Business planning incl. financial plan and reports Preparation of M&A process Human Resources Adjustment of the organization and processes Find new Management
Results	Self-administered continuation of restructuring with insolvency plan procedure (ESUG § 270a InsO) to reach a financial restructuring Handover to new management
Function	CRO/CEO - General Manager
Duration of project	13 months (2011-2012)

Project development in the tourism and real estate industry

Sector	Tourism / plant engineering
Size of company	Project development, investing 185 Million EuroConstruction and operation of the world's largest observation wheel (such as LONDON EYE) in Berlin
Objectives	Economic objectives of the planned Investment Financing of investment Organisational structure
Activities	Interim Managing director (CFO) Development of economic analysis Preparation of business plans Market research of tourism development Preparation and analysis of the potential expectations of visitors Financial planning and reports Contract negotiations with potential construction syndicates Creating investor presentations Investor relationships Balancing Project controlling
Results	Termination of project by shareholders due to lack of funding
Function	Managing Director
Duration of project	13 months (2010-2011)

Turnaround of a construction company

Sector	Building and bridge construction, civil engineering
Size of company	Turnover 90 Million € - 300 employees
Objectives	Analysis of business plan 2009 To prepare a restructuring plan
Activities	Preparation of the restructuring plan with consultancy Analysis and adjustments of the business plan 2009 To lead the steering committee as CRO and to establish project teams and SMART-Plan projects Introduction of credit and collect system and risk management Short term financial planning Restructuring of tender, contract and project calculation Implementation of a documentary and workflow system Cost reduction measures in construction, production, personnel and purchasing Processes and organization harmonized with reorientation Introduction of a Management Information System (MIS) Coaching of the management
Results	Turnaround successfully completed Smart-plan potentials established Financial standing restored
Function	CRO - General Manager
Duration of project	11 months (2009-2010)

International project management railway infrastructure

Sector	Railway Infrastructure
Size of company	Turnover 110 Million € - 950 employees
Objectives	Risk analysis of a German-Chinese Joint Venture Restructuring of the North- and South American subsidiaries Constitution of Business Development
Activities - Risk analysis of J.V.:	Market and competition analysis Analysis of the contractual rights and obligations Evaluations of economic efficiency Budgeting (EBIT, Cash Flow, P&L) Prospects- and Risk analysis Contract negotiations
Activities Restructuring:	Market and competition analysis in North and South America Implementation of sales forecasts Implementation of ERP and MRP Systems Product analysis („A,B,C“) Location analysis in the USA Reorganization of the US subsidiary to a sales organization Reorganization of the Brazilian subsidiary Adaption of staffing level Cost analysis Implementation of business plans Change of operational and organizational structure
Results	Exit from the Joint Venture due to high risk Reorganization of the North- and South American subsidiaries Constitution Business Development
Function	Project manager
Duration of project	15 months

Restructuring of a logistics company

Sector	Forwarding company
Size of company	Turnover 25 Million € - 150 employees
Objectives	Restriction to core activities Process optimization
Activities	Economic analysis of the various departments Definition of the target structure Sale / separation of departments not belonging to the core competencies Adaptation of operational and organizational structure to match the target structure Alignment of transport fleet with a two-name strategy Introduction of order controlling
Results	Financial structure and equity base improved Overall costs reduced by > 10%
Function	CRO - General Manager
Duration of project	6 months (2006-2007)

Process optimization and restructuring of a real estate company

Sector	Real estate
Size of company	Turnover 30 Million € - 60 employees
Objectives	Restructuring of business activities Optimization of the real estate portfolio
Activities	Analysis of processes Outsourcing / sale of ancillary operations Transfer of facility management to company subsidiaries Improvement of the lettings situation Optimization of the real estate portfolio through purchases & sales Optimization of operational and organizational structure Qualification of employees Introduction of property management and control procedures
Results	Proportion of vacant properties reduced Financial structure, equity base and rating improved
Function	CRO project manager
Duration of project	6 months (2006)

Consultancy for a new TV broadcaster

Sector	Media
Size of company	Start Up
Objectives	Financing structure, controlling, reporting
Activities	Development and implementation of financing proposals Development of business plans Implementation of project management and control Development of reporting to directors and shareholders Business consultancy for the company management
Results	Finance secured. TV broadcasting started on schedule
Function	Consultant
Duration of project	3 months (2005)

Interim commercial management (as MD)

Sector	Cruise ships and catering
Size of company	Turnover 18 Million € - 200 employees
Objectives	Interim management as Managing Director, process optimization, training of a successor
Activities	Responsibility for: Human Resources Finance and Accounts Controlling· Internal auditing Corporate planning Legal affairs and insurance Risk management Matters concerning land and real estate / lease contracts
Results	Financial structure optimized, rating improved, successor trained
Function	Managing Director
Duration of project	18 months (2004-2005)

Merger and integration of a number of companies to form a new group

Sector	Construction and civil engineering
Size of company	Turnover 100 Million € - 650 employees
Objectives	Process optimization, utilization of synergies, cost reduction, a unified market approach, definition of core competencies
Activities	Committing the employees to the new regime Shut-down or selling of ancillary operations Presentation of calculation, project control and reporting as an integrated process Introduction of a unified group-wide IT system Reduction of the number of different brands of equipment used Alignment of processes with the new operational and organizational structure Optimization of overheads Tightening up of group purchasing Optimization of the financial structure
Results	A 20% improvement in the number of successful tenders Overall costs reduced by 15% Equity ratio improved to above sector average Processes made transparent
Function	Project manager (Management)
Duration of project	7 months (2003)

Reorganization of a construction and real estate group

Sector	Building construction, civil engineering, real estate, precast concrete factory and prefabricated houses
Size of company	Turnover 120 Million € - 800 employees
Objectives	Analysis of potential for reorganization and benefits to be obtained Restructuring and reorientation of the construction group
Activities	Generation of a restructuring concept Restructuring of the group of companies on the basis of core competencies and market conditions Alignment of the financial base with the new structure Sale/partnerships for manufacturers of concrete plants Sale/leasing of real estate stock Setting up of project control using an integral IT system Creation of a customer service department: Planning and Consultancy Cost reduction measures in construction, production, personnel and purchasing Processes and organization harmonized with reorientation Restructuring of tender, contract and project calculations Holding of restructuring negotiations with banks, insurers, customers and suppliers Renegotiation of pay system with works committee Introduction of credit & collect system and introduction of risk management Leadership of the group - interim management
Results	Turnaround successfully completed Financial standing restored Successor trained as commercial Managing Director
Function	CRO/CFO - General Manager
Duration of project	13 months (1999-2000)

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Projects