I step into key positions at short notice, including CFO, CRO, CCO, Head of Finance or operational functions.

Not only do I secure ongoing operations in these roles, I also create viable structures as a foundation for sustainable development.

I am available at short notice, onboard quickly and can seamlessly accept operational and strategic tasks, especially in cases of vacancies, for instance after terminations or during longer periods of absence.

In my view, interim management is not just ‘business as usual’, but an opportunity to scrutinise current processes and structures. Room for improvement and optimisation is identified at an early stage and put into practice in the ongoing assignment in close coordination with the client.

Once the project is complete, my aim is to leave behind solutions that reliably deliver in routine operations – whether by handing them over to internal successors, new managers or by integrating the role into current structures.

Crisis scenarios require calm, clarity and a focus on the essentials, the critical path and the company’s future viability. Drawing on expertise, a systematic approach, a keen eye for priorities and the ability to put concepts into practice, I assist companies through periods of change and reorganisation.

As CRO or CFO, I accept temporary responsibility and accompany projects with a restructuring assignment. Sustainable restructuring is always a team effort. This is why I coordinate closely with management, stakeholders and, if necessary, external specialists to prepare viable action plans.

Not only do I build strategic concepts, I also provide operational support with the necessary consistency and a clear focus on sustainable impact.

What sets me apart: My focus is not merely on the tasks at hand, but also on the people. And I always remain fair in everything I do, but uncompromising in the task at hand.

Mergers and acquisitions are more than just joining two separate entities, but require an operationally sustainable and structured transition.

I support the integration process at a business administration level and ensure that processes are harmonised, systems coordinated and workflows standardised without losing operational efficiency.

Clear structures, efficient project management and a keen understanding for the needs of internal and external stakeholders epitomise my assignments in the PMI environment. With my profound understanding of processes and solid IT expertise – especially in the transformation and preparation of business administration data – I can ensure the effective management of integrations and avoid typical pitfalls at an early stage.

I also believe that Transitional Service Agreements (TSAs) are an integral part of the integration process to ensure operational continuity and enable smooth transitions.

Projects with a financial, procedural or organisational focus benefit from external management that makes things happen beyond the planning stage. I take charge of complex projects or provide support as a professional sparring partner on a temporary basis, especially in phases when structure, speed and decisiveness matter.

My approach is clearly structured and geared at finding solutions. Whether as a project manager, PMO or in a supportive steering position, I ensure transparency, adhere to deadlines and establish clarity for everyone involved. In doing so, I harness my methodological expertise, project experience, leadership skills and keen awareness of team dynamics.

Typical tasks range from managing interdisciplinary project teams to budget responsibility and communication with internal and external stakeholders. I remain approachable, focused on solutions and am effective at troubleshooting, even in critical phases when projects grind to a standstill or conflicting objectives emerge

I provide operational and practical advice on all issues relating to financial processes, controlling structures and supply chain management. In doing so,

I adhere to a clear principle: analysis is important, but only valuable if it yields viable improvements. This is why I blend methodical expertise with a keen eye for the companies’ operational realities.

I support my clients in the introduction or optimisation of reporting tools, develop costing models, accompany the restructuring of cost accounting or analyse internal workflows along the value chain. Also included in my portfolio are topics such as inventory management, interfaces between IT and individual departments or easing the operational strain on controlling.

Clients call on my services, especially when there is a need to build resilient structures at short notice or seamlessly integrate new systems and processes. Whether it is in the line organisation or as project-related support, I bring profound IT expertise in relevant systems such as SAP, JD Edwards, Dynamics Navision, LucaNet and Power BI and can bridge the divide between technology and operational requirements.