Practice

Stabilising the Business. Preserving Academic Excellence.

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How a private university achieved a successful turnaround without losing sight of its educational mission. Restructuring under exceptional circumstances Restructuring projects usually follow a clear economic rationale. Costs are reduced, processes are streamlined and organisational structures are redesigned. But what happens when financial decisions also affect academic quality, governance, employee participation and the future of […]

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Multiple Billion-Euro Deals Managed in Parallel

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How an Interim Manager supported an international pharmaceutical company in complex M&A processes, scenario planning and the optimization of impairment testing International M&A processes in the pharmaceutical industry require speed, precision and reliable decision-making frameworks. Especially when several transactions are being evaluated simultaneously, market conditions are constantly changing and investment decisions must be made under

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When Banks Hesitate and the Group Pushes

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How specialized interim expertise enabled new local financing for a mid-sized company A mid-sized engineering company had delivered solid results for many years. However, declining innovation momentum and cyclical weakness in key markets increasingly put pressure on the business. Ultimately, the economic difficulties led to self-administered insolvency proceedings. During the process, an internationally listed corporate

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Building a New Holding Structure. Integration Under Time Pressure.

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How an Interim CFO structured a new sub-group holding, secured first-time consolidation and managed the integration of international production sites. Initial Situation A German diversified industrial group strengthened its sustainability activities through the acquisition of a young technology company based elsewhere in Europe. The transaction was executed as a share deal. At the same time,

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Project Story: Commercial Transparency in Restructuring

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Why the Interim CFO Assignment came too late The situation An established automotive supplier with annual revenues of around EUR 60 million had failed over an extended period to adapt consistently to changing market and competitive conditions. The effects of the pandemic, uncertainty surrounding the transition to battery-powered vehicles and declining order volumes led to

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Strategy Review in Transformation: From Plan to Real Change

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Transformation is on everyone’s lips New structures, processes, and systems are supposed to make organizations faster, more agile, and more efficient. Often, an interim CTO or CRO is brought in to drive this change. But the real lever is not technology, nor structure. It is strategy. Those who want to truly shape transformation must regularly

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Project Story: Restructuring an Automotive Supplier

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From Juggling to Precision How an Interim Manager brought an automotive supplier back on track Starting Point: A Traditional Company in Distress For many years, the family-owned company was regarded as a highly specialized partner to the automotive industry. With precision metal parts at nanometer level, it had built a strong reputation. But the decline

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Project story: Successful transformation in global marketing

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How an interim manager drove forward the transformation of global marketing at a world market leader in sensor and automation technology Due to a sudden change in leadership in the global marketing department of an internationally active family-owned company, an experienced interim manager was hired to ensure continuity and drive forward a strategic realignment. This

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Project Story: SAP S/4HANA Implementation at Grant Thornton

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Led by the Interim Manager of the Year 2025 – efficient, structured and future-ready The Starting Point: Digital Transformation in Finance Digital transformation continues to present growing challenges for finance and accounting departments. To meet increasing demands for efficiency, transparency, and compliance, a client of Grant Thornton decided to implement SAP S/4HANA as a modern

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Tact Meets Tenacity: Emotional Intelligence in Interim Management

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“I don’t need a feel-good manager. I need results.”That’s how many clients express their expectations in interim management. What often goes unnoticed: results don’t stem from expertise and experience alone. They depend just as much on a manager’s ability to connect with people in a short time. Interim managers typically enter organizations under pressure –

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