The Interim Restructurer

Selection of Recent Assignments

2016 – 2017

Restructuring + new business model
Direct sales of international wines

2014 – 2015

Positive result after difficult dry spell
No. 2 enterprise in the global printing industry

2013

Cost reduction and restructuring
Blackberry

Successful restructuring
is not a matter of heroic action, but one of many partners stan-
ding shoulder to shoulder.

Jörg Bürkle

Successful restructuring
is not a matter of heroic action, but one of many partners stan-
ding shoulder to shoulder.

My motivation, Part 1:
Gaining a vision of the future when there is allegedly no future

We often pay too much attention to maintaining the status quo – instead of preparing for the future. In periods of transition or crisis, effective restructuring and redemption depend on a vision of how things can work in the future.

Indeed, it can be especially helpful to discuss future visions with all of the enterprise’s key stakeholders at an early stage in the process. This is because owners, advisory board members, supervisory board members, managers, employee representatives, major customers, suppliers, sales partners and investors can all be expected to make a valuable contribution to the enterprise’s future success. Consulting with them will enable them to make their contributions.

Visions of possible futures can be developed quickly. Once a consensus on these vi­sions is reached, the executive management will have a basis for strategic decisions. This is how opportunities arise, a new sense of optimism and a clear understanding of the sense or nonsense of short-term measures.

Interim managers help to map out the future and support the executive management and the employees of an enterprise when it comes to steadily approaching the future despite the extraordinary circumstances.

I look forward to exchanging ideas!
Feel free to request my white paper on the subject at any time.

My motivation, Part 2:
Brands in crisis

One of the most dangerous vicious cycles that can arise during periods of restructur­ing relates to the effect that a crisis can have on the brand. After all, customers will in­evitably ask questions if things begin to look uncertain or precarious. Will the enter­prise be able to continue to meet its obligations? Is now the right time to look for an­other partner? Should I buy one of the company’s products if insolvency could soon prevent it from delivering replacement parts? Is now the right time to switch to a differ­ent brand? In the wake of such rational considerations, the brand’s stellar image – a product of many years of dedication – can begin to fade. If there is no turning of the tide, attributes such as cool, successful, consistent and reliable will quickly be re­placed by their opposites in the minds of customers.

This is the point at which skillful interim managers are in demand. Keeping a firm grasp of the reins and securing the brand’s destiny will depend on a deep understanding of the brand, open communication with the key stakeholders and proactive efforts to se­cure loyalty. The executive management will also need to turn in its best performance in matters of customer relations, market communications and visions of the future.

I look forward to exchanging ideas! Feel free to request my white paper on the subject and my first issue of the magazine at any time.

My motivation, Part 3:
Business-model agility

Crises often arise as a result of cumbersome or obsolete business models. While this has always been the case, the rate at which business models begin to fail and lead to crises on account of being out of date has accelerated. While liquidity generation, cost reduction, sales promotion and workforce downsizing may be necessary short-term measures, they should not be allowed to distract attention away from the need to overhaul the business model – or better: to over­haul the business model and subject it to continuous review.

Good interim managers are adept at working with small, interdisciplinary teams on such new strategies. While doing so, they are often confronted by demotivated mid-level managers who are still preoccupied with the pain of deep bud­getary cuts. Indeed, reestablishing a sense of self-efficacy and opportunity among mid-level managers is a key to new business success. It is only when middle manage­ment takes its fate back into its own hands that the transition from restructuring to the future can succeed.This makes the issue both a strategic task and management chal­lenge for the CRO.

I look forward to exchanging ideas!

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The Interim Restructurer

My role in the restructuring process can be summarized as: helping owners, management boards, supervisory boards and investors to chart their course into the future. I have of­ten found it especially rewarding to work on behalf of promi­nent enterprises and market leaders whose executive man­agement has come under special public scrutiny in connec­tion with various crises. This area is where dialogue and clear decisions relating to the internal and public roles of the executive management and the CRO are helpful.

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