Christian V.-Interim Manager for Building, Stabilizing and Realigning Organizations in Industry and Infrastructure

Interim management and temporary leadership for industry and infrastructure. I step in where organizational change has stalled and leadership, structure and execution are needed at short notice.

Projects: AI and transformation strategy for a regional hospitality association (2026): analysis of problem areas and their interdependencies, two prioritized initiatives, metrics and roles for implementation. Result: clearly identified the core issue (the data foundation, not the technology) and delivered a practical plan. Two presentations for the Modell Hohenlohe business network (December 2026) on leadership, structure and effectiveness during periods of change. Preparing a pilot to stabilize leadership structures at a 1st-tier automotive supplier.

Built the Rhine-Main-Neckar region from the ground up, with responsibility for the business unit, revenue and profitability. Led contract negotiations and awards, with overall responsibility for projects, budgets and risks.

Focus areas: reorganized compliant staffing and payroll processes under AÜG, created new standard contracts for clients and employees, implemented an IT-supported staffing and payroll system (HR4You, MS Navision), developed a pricing model, and built the TenneT customer relationship.

Results: achieved profitability after five months, won Schwarz Group as a key account, and obtained an unlimited AÜ permit by restructuring processes.

Built and developed the Bavaria region from scratch, with responsibility for revenue and profitability, sales, people management and customer project delivery. Managed the BMW Group as a dedicated key account from start to finish and developed it as a new account, including framework agreement negotiations with Group Procurement. Also worked with Audi, Daimler, Porsche and Airbus.

Focus areas: assembly, production and logistics planning; establishing and achieving initial certification of the quality management system under ISO 9001; standard contracts under AÜG; integrating an acquired service provider; and developing goal management, KPIs and controlling tools.

Results: achieved profitability after eight months, developed the division into one of the company’s key units, established the BMW Group as a planning services provider, secured framework agreements on very favorable terms, and obtained an unlimited AÜ permit and initial ISO 9001 certification.

For MAN Roland, responsible for assemblies in the folder of web offset newspaper printing presses in the Colorman, Colorman XL, Colorman XXL and Rotoman series: format-independent adjustable draw roller systems with drives, paper web gathering sections up to transfer to the folding cylinder, and format cutting units. Coordinated with production planning, served as the interface to pre-assembly and factory acceptance at MAN Roland, and to final assembly at the customer’s site, including installations for Augsburger Allgemeine, Hürriyet in Turkey and in Toronto.

Special-purpose machinery for Grenzebach (automated production unit for glass fiber mats) and Lech-Stahlwerke (production equipment for rolled steel).

Result: delivered systems and prototypes on time, set up the customer interface process as a pilot and transitioned it to regular operations, and provided early technical leadership to external designers.