Robert L.-Interim Head of Innovation
Check rate
Experience
Interim Project Leader
Ebm-Papst Group
Project Leader, Business Unit Efficiency Program
Current contributions to the overall situation Project leadership for the business unit efficiency program
- Project leadership
- Role and integration within the group
- Clarify topics related to global production structures as part of the project
Implementation
- Team building, planning, defining goals and KPIs
- Integration into the organization
- Regular communication within the team and with the steering committee
Interim Managing Director
Layer-Reiss Industriegruppe
Managing Director during an acute crisis
Current contributions to the overall situation Managing Director / member of the corporate group leadership team
- Assumed the role of Managing Director during a period of acute insolvency risk
- Analyzed the business model and situation of the group company and its links with other group members
- Analyzed the situation across finance, organization, production areas and sales
- Reported on the situation, ways out of the crisis and possible recovery options
- Acted as a sounding board for group management and defined a strategic realignment
Implementation
- Responsible for taking measures to prevent insolvency across the group (mutual dependencies, etc.)
- Discussed recovery options and prepared decisions for the foundation level
- Implemented group decisions, including the key measure of closing a plant
- Terminated employees in consultation with employment law counsel
- Set up a project to gradually transfer production and procurement to a group member and an investment company in Romania
- Responsible for communicating with existing customers with the aim of retaining key accounts under the new structure
- Communicated with all other stakeholders, including suppliers and business partners
Interim Head of Innovation
Unternehmen Elektrotechnik
Headed product development, project management and idea management
Managed a key project for the core business (15 Mio Invest)
Analyzed the organization and effectiveness of the innovation division
Further developed the innovation and product development process
Responsible for achieving project goals and delivering the business plan
Held budget responsibility for the Innovation division
Applied expert knowledge to practical project management
Took over a key project and successfully led it to completion
Strengthened project management through greater leadership focus and buy-in
Improved project leader effectiveness through coaching on key success factors
Significantly expanded collaboration with product management
Analyzed, improved and streamlined the product development process
Significantly increased and expanded project communication
Established a decision-making body within company management
Introduced regular monthly reporting on key projects
Implemented KPIs for key project outcomes
Interim Post Merger Integration Program Manager
Unternehmen Maschinenbau nach strategischer Übernahme
Led the Post Merger Integration program for the new group member in Southern Europe
Analyzed the situation at the company and oversaw all subprojects
Responsible for achieving project goals and delivering the business plan
Worked closely with team leaders and teams to build trust
Ensured the gradual expansion of capacity, including planning a new production hall and supporting all financing measures
Applied expert knowledge in Lean Production
Identified conflicts and developed solutions
Successfully completed the integration of all subprojects
Achieved all business plan targets or set them on a positive path
Built teams and established successful project work
Developed project success KPIs and set up reporting
Expansion of capacity with a new production plant on track
Successfully handed over to the client's successor
Interim Plant Manager and Project Leader
Unternehmen Maschinenbau nach Übernahme durch Branchenführer
Conducted a comprehensive analysis of the company's situation (financial and organizational)
Took immediate action to secure the company's future and ensure its ability to deliver
Analyzed financial performance
Developed measures to secure liquidity and financing
Prepared a restructuring report with a target vision for the company
Developed a make-or-buy concept and introduced an MES planning system
Launched measures to increase production capacity and productivity
Stabilized the leadership team and introduced suitable KPIs
Started strategic measures for the product and customer portfolio
Stabilized in-house production and hired additional staff
Expanded outsourcing of work to partners (EU, Turkey)
Replaced ERP planning with an MES system
Built a team for production planning and control
Launched a maintenance plan with preventive measures
Began investment planning as part of the strategic realignment
Interim Plant Manager and Project Manager
Automotive Electronics Supplier
Took over plant management, analyzed the plant, and developed a plan for an independent plant structure
Led the team through the COVID crisis, material shortages, and high staff turnover
Developed an action plan to improve productivity and reduce costs
Ensured the success of the first growth projects after the crisis and insolvency
Supported skills development in core areas of expertise
Developed concepts for digitizing production and submitted a funding application
Activated and expanded the lean organization in production
Introduced shop floor management in all areas
Selected, coached, and trained future plant managers
Led key projects on critical production lines
Successfully ramped up new and acquired production equipment
Introduced regular tracking of annual targets for OEE and inventory
Interim Managing Director
Supplier Industry Company
Continued running the company with strict cash flow management despite a revenue decline of approx. 50% (up to 80% in some areas)
Secured further funding through a KfW loan based on a 3-year plan
Reactivated and reorganized sales to create a sustainable two-pillar strategy
Adjusted the production management team
Started a comprehensive move to lean production
Developed an action plan for production
Launched a lean project involving all managers
Converted material flows to flow production and reduced inventory
Introduced shop floor management and KPIs, reducing poor performance
Focused project management on teamwork and increased efficiency
Interim Head of Electrical Engineering (Production)
World Market Leader in Cruise Shipbuilding
Managed electrical engineering production (up to 700 employees) and oversaw the operational completion of ship projects
Reorganized operations and increased productivity using lean principles
Prevented high penalty payments through dynamic workforce management
Reviewed progress daily and took action based on KPIs
Presented concepts for sustainable improvements in productivity and production capacity
Reduced lead times in the cable process across the value chain
Introduced a new management structure with a focus on matrix project organization
Developed KPIs for proactive progress tracking
Interim Head of Engineering & Production (+Materials Management, +Quality)
Electrical Engineering Group (AG)
Managed production, development, procurement, and quality
Coached engineering teams during a reorganization project
Set up a central development team for platforms and innovation
Realigned project management within the division structure
Delivered a cost reduction project in procurement
Increased acceptance of the quality function
Launched a production reorganization based on lean principles (separating value creation from logistics, value stream analysis)
Established shop floor management as a basis for integration between engineering and production
Increased productivity and space utilization and shortened lead times
Developed managers at all levels down to team leaders
Established a new production structure with in-house manufacturing and partners in Eastern Europe
Interim Head of Production/Plant Optimization, Slovenia
Security Technology Group (World Market Leader in Explosion Protection)
Restored the ability to deliver and optimized manufacturing processes
Introduced measures to ensure lasting quality
Secured machine capacity through targeted maintenance
Restructured production based on lean principles (separating value creation from logistics, flow production)
Connected production steps through an appropriate structure
Developed suppliers to ensure a reliable supply base
Improved cooperation between sales, engineering, and production
Interim Manager / Consultant
Industrial consulting for companies at risk of insolvency and in need of restructuring
Assessed the status of production areas and identified opportunities for improvement
Analyzed the management structure, business figures, organization and financing
Developed an action plan in coordination with the management consultancy
Contributed to restructuring reports (IDW S6)
Presented at a bank meeting and developed financing options
Created a plan for implementing the actions and building the team
Interim Managing Director
Semperit AG Holding
Ensured business operations and production met targets for volume, deadlines and quality after taking over two sites
Coordinated with group and segment management
Achieved a very positive year-end result at the end of the integration project
Implemented synergy projects in procurement, production and plant engineering to increase productivity
Expanded warehouse technology and developed a logistics concept to increase capacity by 40 %
Introduced lean elements in planning and material flow
Started a continuous improvement pilot group to build a culture of improvement
Managed all environmental requirements and occupational safety
Led HR management, maintaining low staff turnover, using temporary workers and revising employment contracts
Developed the management team and appointed new heads of quality and maintenance
Analyzed and revised pay structures and assessed employee potential
Managing Director
Adcapital AG / Berliner Elektro-Technik BET GmbH / AdCapital Beteiligungs-GmbH
Managed investments in seven subsidiaries in mechanical engineering, automotive supply, electrical and plastics engineering, and toolmaking (revenue € 140 Mio, 1.400 employees)
Stabilized an investment in crisis, reducing staff turnover and achieving a positive annual result
Restructured and turned around an automotive supplier investment, streamlining the head office and expanding in China/Eastern Europe
Optimized an electrical components manufacturer and closed its China site
Supported and financed a successful automotive start-up
Developed new markets in the USA
Introduced modern management control systems (contribution margin accounting, standard reporting)
Introduced systematic strategy processes
Appointed new leaders at the first and second management levels
Member of the Supervisory Board
AdCapital AG
- Assessed and evaluated companies through due diligence
- Initiated and supported successful, sustainable turnarounds
- Completed two company acquisitions
Managing Director, Sales and Technology
Paul Leibinger GmbH & Co. KG
Led sales and technology at a world-leading manufacturer of precision engineering systems and components (200 employees)
Launched an innovation initiative and revitalized the technology and development teams
Repositioned the company and launched new products in key business areas
Introduced lean production methods and a modern ERP solution
Expanded the inkjet printing business from 30 % to 70 % of revenue through new products and international sales
Lean project: reduced lead time from 10 to 2 days while reducing inventory and improving quality and customer satisfaction
Restructured and reorganized manufacturing, assembly and control processes
Head of Engineering – Authorized Signatory
Herbert Waldmann GmbH & Co. KG
- Managed production (production planning, work preparation, assembly, electronics, metalworking, plastic injection molding, painting)
- Restructured production based on Lean principles and reorganized the value chain
- Reduced inventory by 40% while increasing on-time delivery from 80% to 97%
Head of Development and Design
Herbert Waldmann GmbH & Co. KG
- Refocused customer-specific product development through to production readiness
- Developed new lighting concepts with innovations in reflector technology and sensors
Technical Director – Authorized Signatory
EKS Elektromagnetik Dr. Scheuerer KG
- Managed production and product development at an electromagnet manufacturer (150 MA)
- Developed innovative magnetic components for the commercial vehicle and supplier industries
- Restructured manufacturing and achieved the first ISO 9001/VDA 6.1 certification
- Set up an order center and refocused purchasing and supplier policies
Head of Development – Authorized Signatory
MOSER Elektrogeräte GmbH
- Led development and patent management, and coordinated with partner Sanyo Japan (22 MA)
- Launched new product and design lines
- Increased productivity by introducing modern 3D CAD systems
- Led value analysis projects to optimize costs and expand patent management
Head of Project Management/International Coordination
Thomson Consumer Electronics - GB Video
- Set up and introduced effective project management for consumer electronics brands (5 MA)
- Coordinated market launches and start of series production for new products for Telefunken, Saba, Nordmende, Ferguson, RCA, Thomson
- Introduced project controlling and product-related costing
- Coordinated product launches at plants in Berlin, France and Singapore with joint venture partners
Development Engineer, Telecommunications and Data Measurement Technology
Wandel & Goltermann GmbH & Co.
- Software project lead for a new product family in level measurement technology
- Developed improved high-frequency control loops for spectrum analyzers
- Developed data measurement technology for digital networks (hardware/software)
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Manufacturing, Telecommunication, Automotive, Banking and Finance, and Professional Services.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Product Development, Project Management, Production, Operations, Strategy, and Sales.
Summary
Robert Lebherz, Dipl.-Ing. / Dipl.-Wirtsch.-Ing. / MBA
- Executive with a track record of sustainable success in corporate development, innovation and restructuring
- Broad experience in mid-sized companies, corporations and private equity, with a focus on the metal, electrical and plastics industries, automotive and EMS (Electronic Manufacturing Services)
- International experience in production, sales and project management in the EU, USA and Asia, LEAN production technology
- Core competencies in process optimization, change management, KPIs and operational controlling
- M&A projects / investment management
Complex leadership responsibilities and diverse reporting lines
- Led up to 1400 employees, with 7 direct reports (managing directors, division heads)
- Headed engineering and production teams of up to 300 employees, with a high level of vertical integration, own international sites and manufacturing partners
- Technical sales through direct and distributor channels, key account management
- Led restructuring projects for companies with up to 50 Mio.€, 600 employees
- Reported to business owners, executive boards, corporate division management and supervisory boards
- Experienced in working constructively with works councils and managing HR, including in crisis situations
Skills
Ceo, Cro, Coo Roles In Growth And Crisis Situations, Project/Program Management For Post Merger Integration
Corporate Development: Strategy, Vision, Innovation Management
Restructuring / Turnaround / Recovery Of Mid-Sized Companies
Interim Appointments For 1st/2nd-Level Succession, Personnel Changes And M&A Projects
Supervisory Board And Advisory Board Roles In Mid-Sized Companies
Plant Manager, Head Of Engineering And Production, Procurement, Purchasing, Quality Management
Operational Excellence, Lean Production Technology, Development Management And Innovation
Project Management For Change Projects, Processes And Structures Across The Value Chain
Improving Productivity In Production And Processes (Analysis, Measures, Team Building, Implementation, Kpis, Continuous Improvement, Sfm, Qm System, Lean Processes)
Analysis, Restructuring And Redesign Of The Value Chain (Value Stream Engineering)
Cost Reduction Projects In Production And Procurement, Process Cost Optimization
Restructuring And Focusing Production Structures, Supplier Networks And Supply Chains
Erp Projects, Establishing And Expanding Quality Management, Certification (9001, 16949, 13485), Gmp
Expertise In Metal, Plastics, Electronics, Ems, Small And Large-Scale Production, Plant Engineering
Automotive Supplier Industry
Machinery And Electrical Industries
Plastics And Rubber Processing
Printing And Laser Systems
Subsystems In Plant Engineering
Product Marking Technology
Industrial Investment Companies
Cooperation With Management Consultancies / M&A
Languages
Education
Henley Management College
Executive MBA · Business Administration · London, United Kingdom
Fachhochschule der AKAD
Dipl.-Wirtsch.-Ing. (FH) · Industrial Engineering
Universität Stuttgart
Dipl.-Ing. Elektrotechnik · Electrical Engineering, Communications Engineering · Stuttgart, Germany
Certifications & licenses
ESUG Berater (zert.)
DIAI (German Institute for Applied Insolvency Law)
Systemarchitekt Ind. 4.0 (zert.)
Habmann Akademie
TÜV Süd Akademie
Professional Management Institute (PMI®)
Interim Executive (EBS)
EBS - Universität für Wirtschaft und Recht
Systemischer Business Coach (zert. ICA)
Dr. Emrich Stuttgart
Restrukturierungs-Manager
Georg-Simon-Ohm-Hochschule Nürnberg
Statistics
Experience
Expertise
Qualifications
Frequently asked questions
Have questions? Find more information here.
Robert is based in Villingen-Schwenningen, Germany and can operate in on-site, hybrid, and remote work models.
Robert speaks the following languages: German (Native), English (Advanced).
Robert has at least 41 years of experience. During this time, Robert has worked in at least 19 different roles and for 20 different companies. The average length of individual experience is 2 years and 11 months. Note that Robert may not have shared all experience and actually has more experience.
Based on recent experience, Robert would be well-suited for roles such as: Interim Project Leader, Interim Managing Director, Interim Head of Innovation.
Robert's most recent position is Interim Project Leader at Ebm-Papst Group.
In recent years, Robert has worked for Ebm-Papst Group, Layer-Reiss Industriegruppe, Unternehmen Elektrotechnik, Unternehmen Maschinenbau nach strategischer Übernahme, and Unternehmen Maschinenbau nach Übernahme durch Branchenführer.
Robert is most experienced in industries like Manufacturing, Telecommunication, and Automotive. Robert also has some experience in Banking and Finance and Professional Services.
Robert is most experienced in business areas like Product Development, Project Management, and Production. Robert also has some experience in Operations, Strategy, and Sales.
Robert has recently worked in industries like Manufacturing and Automotive.
Robert has recently worked in business areas like Project Management, Operations, and Production.
Robert holds a Master in Business Administration from Henley Management College, a Bachelor in Industrial Engineering from Fachhochschule der AKAD and a Bachelor in Electrical Engineering, Communications Engineering from Universität Stuttgart.
Robert has 7 certificates. Among them, these include: ESUG Berater (zert.), Systemarchitekt Ind. 4.0 (zert.), and QM-Beauftragter / QM-Auditor (QMB-TÜV / QMA-TÜV).
The availability of Robert needs to be confirmed.
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Calculated based on our freelancers’ daily rates as of 6 Nov 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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