Jens Reichert

Clear control, role and responsibility structures were missing in the organization, especially in the development and product area.

Governance, forecasting and decision mechanisms were not sufficiently defined, limiting transparency and prioritization.

Owners and management lacked consistent decision and control foundations.

Structured the organizational foundations for control, responsibilities and decision paths in the development and product area.

Built clear governance and role models to ensure controllability and accountability across all development programs.

Designed a consistent control and prioritization model for project, product and investment decisions.

Enabled leaders and teams to strengthen collaboration, domain ownership and decision-making capability.

Supported the strategic performance framework, including business plan, forecast and planning logics.

Systemically strengthened organizational control capabilities by clearly defining and embedding roles, responsibilities and governance mechanisms across functions.

Created coherent decision foundations – development and product areas now have clear prioritization, evaluation and decision logics.

Established strategic program and portfolio management, making progress, risks and priorities transparent organization-wide.

Improved collaboration between finance, development and management, making decision processes clearer, faster and less escalation-prone.

Elevated planning and control capabilities at the C-level with consistent and reliable forecasting, business plan and governance models.

Operations and finance structures were heterogeneous, without clear responsibilities and without end-to-end process logics, limiting transparency and control capabilities.

Capacities, quantities and resource needs were not systematically recorded, significantly limiting planning, prioritization and scalability.

A structured leadership, controlling and reporting model was missing, so management had no reliable decision foundations.

Structured the organizational core processes with a focus on responsibilities, end-to-end flow and controllability.

Analyzed key weaknesses and developed and implemented clearly prioritized measures for organizational stabilization.

Built a consistent control and decision model (business controlling, reporting, relevant KPI/prioritization logics).

Provided sparring for leaders and management, such as on profitability, cost structures and operational prioritization.

Supported organization-relevant initiatives to strengthen value creation.

Created structural clarity by defining and aligning responsibilities, process logics and decision paths systemically.

Significantly increased planning and control capabilities with reliable quantity structures, capacity models and consistent decision mechanisms.

Established uniform leadership and work routines that significantly improved collaboration, commitment and transparency in daily operations.

Strengthened ownership and competence in finance and operations, enabling teams to act more independently, confidently and structured.

Improved end-to-end process view, reduced conflicts and sustainably increased organizational efficiency and prioritization.

The finance function lacked clearly defined roles, processes, and governance structures, limiting transparency, control capabilities, and decision-making paths.

There was no solid basis for decisions, a consistent business plan, or clear accountability and control mechanisms for the planned financing and exit process.

Collaboration between finance, operations, investors/advisory board, and the CEO was not systematically structured, which made strategic decisions harder.

Overall responsibility for the financial control architecture, including close coordination with investors/advisory board and the CEO on finance, strategy, and governance topics.

Structuring and stabilizing the organizational foundations of finance & operations (roles, responsibilities, decision-making logic).

Shaping exit and financing readiness through business plan structure, data consolidation, and clear governance requirements.

Organizational and leadership consulting to strengthen accountability, decision paths, and team structures.

Designing key control tools to establish binding reporting, liquidity, and performance mechanisms across multiple locations (DE/SG/USA).

Strengthened the company's strategic control capabilities with clear decision models, roles, and governance structures.

Increased transparency & accountability systemically, including consistent reporting, forecasting, and decision-making logic.

Structurally improved leadership & collaboration between finance, operations, investors & the CEO, enabling faster and clearer strategic decisions.

Prepared the organization for growth & exit with scalable control models (DE/SG/USA) and reliable governance mechanisms.

Established a coherent international control logic that integrated corporate strategy, performance management, and decision-making capability.

The operational structures and leadership mechanisms were not consistently defined, which limited performance, collaboration, and control capabilities.

During the generational handover, there were no clear accountability and decision-making structures, which affected direction and organizational stability.

A strained liquidity and supplier situation threatened the company's ongoing business viability.

Interim management with overall responsibility for operational control, finance, and stabilizing core business processes.

Structuring and optimizing organizational and leadership logics, including service, operations, sales, and administration.

Reviewing and adjusting the company strategy with involvement of shareholders and executives.

Building financial control capabilities through active working capital and liquidity management.

Leadership, communication, and employee engagement to support the generational handover and stabilize the organization.

Restored organizational capability with clear leadership, decision-making, and accountability structures in the context of the generational handover.

Systemically strengthened collaboration & communication, significantly increasing direction, stability, and execution capability.

Stabilized critical business relationships through structured dialogue formats, clear priorities, and consistent control mechanisms.

Renewed the leadership system, greatly enhancing commitment and transparency within the organization.

Created sustainable organizational stability, making operations, service & sales reliable again.

Advises CFOs, management teams, and PE investors in creating controllable organizations by defining roles, governance models, and decision structures so that accountabilities are clearly assigned and effectively carried out.

Develops and implements robust operating models that integrate finance, business, and IT systemically, ensuring reliable organizational performance and scalable leadership & control processes.

Strengthens leadership, collaboration, and decision-making ability in complex transformations, making organizations structurally more stable, action-oriented, and clearly aligned.

Elevates strategic control capabilities at C-level by aligning spans of control, planning logics, and prioritization mechanisms, thereby increasing transparency, decision quality, and execution speed.

Supports demanding transformation and culture initiatives, ensuring organizations develop structured, consistent, and sustainable execution capability.

Designing clear role, accountability, and decision architectures, as well as developing and implementing effective governance, control, and prioritization mechanisms.

Strengthening and aligning leadership teams during challenging transformation phases, and developing consistent leadership, communication, and collaboration structures.

Conducting organizational analyses, effectiveness diagnostics, and developing change architectures, as well as providing systemic support for complex transformation processes.

Structuring and managing complex transformation programs, including risk, dependency, and priority management.

Developing strategic control and decision models to increase organizational performance.

Interim executive roles (interim managing director, interim CFO, CIO) focused on leadership and control architectures.

Designing operating models, governance, role, and accountability structures.

Transformation & change governance (systemic organizational development, leadership enablement).

Agile leadership & modern work logics (SCRUM, Kanban, Lean Leadership).

Developing strategic control models (decision frameworks, performance & prioritization mechanisms, business model design).