Wolfgang G.-Interim Executive | Head of Corporate Communications & Corporate Affairs | Transformation & Change

Rebuilt the central Communications and Marketing department of a medium-sized family business during a generational transition, led a six-person team and established the function as a business management resource. Developed organizational structures, responsibilities, governance and annual planning, and built and developed the team – including recruiting the successor to the leadership role.

Realigned brand positioning and corporate narratives with the values of the owning family. Supported the ownership transition as a trusted advisor and moderator, brought different perspectives together, and built acceptance and trust across generations.

Strategic communications for digitalization, innovation and transformation: Strategically developed and delivered communications on digitalization and innovation across the group. Prepared the digitalization strategy for communications, developed key messages and narratives, and had editorial responsibility for the first group-wide innovation report. This established the basis for a shared understanding of digitalization and innovation across divisions, companies and business areas.

In parallel, professionalized internal and external communications management for strategically important future topics – especially IT, change, employer branding and sustainability. Developed and delivered communications plans, supported leaders with communications, and strengthened positioning with the media and other stakeholders. By combining strategic planning with hands-on delivery, further developed the group’s communications capabilities and innovation profile.

Change management and change communications for a complex demerger

Supported the separation of an IT company with around 500 employees into three independent organizations while business operations continued, through strategic and operational change management. Developed and implemented a systematic change and communications framework together with the project leadership team, strengthened managers in their responsibility for change and communication, and established effective internal communications and dialogue structures.

Through ongoing stakeholder management, regular pulse surveys, and the early identification of communications and project risks, rebuilt lost trust and increased active support for the transformation program from 30 to over 95 percent.

Made a significant contribution to the successful delivery of the demerger program, which involved around 50,000 person-days and was completed faster and at lower cost than planned.

Interim management for corporate communications, corporate affairs, and transformation

As an Interim Executive, I take on operational leadership responsibility for corporate communications and corporate affairs, including responsibility for teams, budgets, and results. I support companies through critical leadership and change situations and make communications an effective strategic leadership tool.

Three key areas of focus:

• Interim leadership of corporate communications during leadership vacancies: Taking over communications leadership at short notice, stabilizing teams and processes, maintaining the ability to act and make decisions, and preparing a sustainable handover.

• Communications for restructuring, transformation, and change: Leading internal and external communications in demanding change processes. Developing effective communications frameworks, engaging key stakeholders, and strengthening leadership, clarity, and trust.

• Building and realigning communications organizations: Establishing effective communications functions, developing existing organizations, and setting clear responsibilities, governance structures, and management tools.

My particular strength lies in bringing together different stakeholder perspectives, recognizing informal dynamics and hidden interests, and making complex change situations manageable. I combine strategic analysis and advice with operational leadership responsibility and consistent delivery.

I have worked as an Interim and Fractional Manager since 2008. My clients include international corporations, mid-sized business groups, and family-owned companies. I also take on selected advisory and sounding-board assignments for CEOs and executive teams.

Interim management, crisis communications, and coverage of four communications vacancies

During an existential corporate crisis and far-reaching restructuring that lasted around two years, took on four communications roles at the same time: spokesperson, PR manager, annual report lead, and head of internal communications. This ensured the construction group's national and international communications capabilities under intense public and financial pressure.

Worked closely with the Executive Board, Interim CEO, and head of communications to manage internal and external crisis communications. Coordinated communications with the media, financial markets, politicians, business partners, managers, and employees, and was responsible for financial and corporate communications, including annual reports and group publications.

Through consistent narratives, targeted media relations, and credible stakeholder communications, helped rebuild lost trust, sharpen the group's profile, and protect the Executive Board's strategic room to maneuver during the restructuring.

Designed and delivered communications projects for clients in industry, retail and technology. Clients include: Messe Nürnberg, Kabi Pharmacia, Stadt Schwabach, Wafios Maschinenfabrik, Kern-Liebers.