The Interim Restructurer

Jörg Bürkle

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. This inte­grative approach is a core element of my work and role.

The many years I spent as a crisis manager at Siemens have shaped my professional development and the approach I take as an in­terim manager today. This approach emphasizes quick stabilization, the simultaneous development of a future vision in consultation with all important stakeholders and ac­tive communication with all relevant committees. After all, successful restructuring in my view is not a matter of heroic acts on the part of a few, but of the collective vision and action of many partners.

Facts:

  • 25 years of international experience in various finance functions
  • 15 years of management experience, including global business responsibility
  • 5 years as an independent interim restructurer in various markets around the world
  • Extensive experience as a crisis manager integrated in existing management structures – with or without executive responsibility
  • Assignments as crisis supervisory board member in subsidiaries and joint ventures
  • Experience in the restructuring of global holdings and the integration and separation of business units
  • Negotiating partner for settlement talks, severance arrangements and company succession planning
  • Close cooperation with restructuring consultants when drafting restructuring concepts