Business Unit Managers in Germany
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Meet FRATCH Business Unit Managers in Germany
Robert K.
Last position:
Interim Manager | Group Leader in the IT Operations & Digitalization Division "Databases, Operations & Support" (DOS) at Landwirtschaftliche RentenBank
- Technical leadership and further development of a team of 28 IT staff (internal & external) in the areas HelpDesk/HelpLine, RHEL (Red Hat), MUREX (trading system & applications), SAP basis operations
- Managing external service providers (including FI-TS for SAP basis operations)
- Personnel, resource and budget planning for the IT department and projects
- Introducing and establishing regular communication formats (weekly status meetings, team and cross-department meetings)
- Ensuring application operations in a hybrid environment (Windows/Linux with database and web/application servers)
- Supporting transformation projects to modernize the application landscape (e.g. DevOps approaches)
- Setting up and implementing a digital IT procurement for hardware & software (e.g. with DELL)
- Developing and managing the "IT Operations DOS" department based on corporate strategy
- Preparing management reports & decision papers on IT projects, optimization potential and automation opportunities
- Representing the department in the advisory boards of the Rentenbank and ensuring regulatory compliance (BaFin §44, GDPR, BSI, MaRisk)
Steffen E.
Last position:
Domain Lead FI, CO, HR, Investor Relations at Douglas Group
- Process Owner SAP ERP 8 FI, CO & Investor Relations
- Process Owner SAP Success Factors
- Responsible for 4 teams, 39 FTE
- Full responsibility for end-to-end processes in SAP for Finance, Controlling, HR, Investor Relations
- Interface to certified public accountants for Finance IT (KPMG)
- ITIL-4 implementation for service request change request and project management with Service Now (Project Manager)
Udo B.
Last position:
Consultant and Project Manager at MEDEWO Group
- Packaging wholesaling
- Transformation project at the interface of procurement, supply chain and inventory management.
- Professional support for the implementation of Eazystock and development of procurement and replenishment logic for order quantities, service levels, reorder points, MOQ/MOV, inventory coverage and data quality.
- Design of the relocation of Swiss inventory to Adligenswil and Root, including option comparison, item prioritization and interface coordination between procurement, logistics, sales, product management and IT.
- Introduction of a total cost and working capital approach.
- Development of a prioritized roadmap for 117 supplier records and restructuring of supplier meeting preparation.
- Made the relocation plannable for the first time with a timeline, options, item priorities and responsibilities.
- Developed a roadmap for 117 supplier records; 73 records could be scheduled, while data gaps for 44 records were made transparent.
- Streamlined the supplier meeting preparation process from 2.5–3.0 to around 1.5 working days, with a potential time reduction of 40–50%.
- Supported inventory, working capital, warehousing, ordering and logistics potential with calculation logic.
- Monetary effects are deliberately reported only after implementation and target-versus-actual comparison.
Rosalind S.
Last position:
Management Consultant, Trainer & Management Coach at Freelancer
- Support for organizational development and transformation processes
- Training & coaching for specialists and executives through to top management
- Consulting in agile & classic project, process and change management
- Support for organizational development and transformation processes during digital and AI-driven change
- Development of culture and leadership for future-oriented, learning organizations
- Lecturer, including on AI & prompting and AI in project management
Andreas H.
Last position:
Paint Department Manager at Montaplast GmbH
- Disciplinary and technical leadership of the paint production area with series production, polishing and rework, surface technology, robot application technology, and paint line technology
- Weekly reporting of key figures such as overall equipment effectiveness (OEE), machine utilization, setup times, scrap/rework rate, productivity per employee, and absence rate
- Ensuring the availability of personnel, material, equipment, and paint systems
- Continuous development of employees, processes, standards, and the organizational structure
- Implementation and establishment of lean management principles for waste-free production and continuous improvement process (CIP)
- Planning and implementation of investments as well as budget responsibility
- Targeted project coordination through to successful completion
- Derivation and implementation of annual goals as well as individual target agreements with employees
- Fulfillment of employer duties with regard to occupational, environmental, and health protection
Robert L.
Last position:
Interim Project Leader at Ebm-Papst Group
Project Manager for Business Unit Efficiency Program
Current contributions to the overall situation Project management of the business unit efficiency program
- Project leadership
- Importance and integration within the group network
- Clarifying topics around global production structures in the project
Implementation
- Team building, planning, definition of goals and KPIs
- Integration into the organization
- Regular communication within the team and with the steering committee
René K.
Last position:
TRiANDO people & culture
HR process consulting, GDPR, direct sourcing, performance recruiting, social media recruiting, effective job postings, employer marketing, HR training, HR processes
Paul O.
Last position:
Product Owner / Project Manager at Auditor, software vendor for German tax consultancies
- Project environment: Python, Java, Azure AI Studio & OpenAI Studio, embedding models, LLM as a judge
- Project language: German
- Project role(s): Project manager
- Project management for improving the performance of a chatbot
- Research and evaluation of approaches to improve and measure response accuracy and improve the chatbot's understanding of context
- Coordination of architecture decisions with the technical team and architects
- Coordination and transfer of research results into development tasks
Michelle F.
Last position:
Category Head: Women’s Health at Coto
- Expanded the women’s health vertical, growing reach to 100K+ active users through curated conversations on health, pregnancy, and fertility.
- Coordinated expert-led live sessions and Q&As, improving user engagement.
- Coached 20+ health experts to build inclusive online coto communities supporting women’s health and well-being.
Stephan B.
Last position:
Strategic Procurement Consulting at ProMetriX
- Advising small and medium-sized companies on professionalizing procurement, overall business development and on developing financing and growth strategies
- Developing and implementing procurement and business strategies
- Creating cost analyses and price calculations, building procurement and financial controlling, and implementing relevant KPIs
- Setting up digital procurement processes and introducing Power BI dashboards for data-driven management of the company
- Supporting make-or-buy decisions, contract negotiations and tenders
- Guiding procurement and digitalization projects with a focus on measurable added value
- Goal: making procurement measurable – with values, analytics and a clear focus on strategy, efficiency and execution.
Bernd S.
Last position:
Head of IT Business Applications & Partnerships at Software AG
- Strategic overall management of the global IT application landscape and further development of the roadmap for core applications (Salesforce, SAP, Workday, OpenAir, Jira)
- Realignment of the IT architecture towards cloud-native (IaaS/SaaS) and establishment of an agile DevOps culture and process automation
- Leading the IT application workstream for the successful separation of four business units (carve-outs)
- Acting as a strategic business partner for C-level functions (COO, CRO, CHRO) to ensure IT-business alignment
- Representing IT interests to employee representative bodies and ensuring compliance
- Reduced maintenance effort by 66% by designing and rolling out a new customer portal
- Implemented a fully automated CPQ self-service to accelerate sales processes
- Successfully went live with critical business platforms to support the target operating model (e.g., Dayforce for HR/payroll, Coupa for P2P, Zuora for billing)
- Replaced legacy custom software with scalable SaaS standard solutions (legacy modernization)
Katja R.
Last position:
Head of Human Resources at Knapheide Solutions GmbH, Knapheide Schlauchtechnik GmbH
- Led the HR department, including its realignment
- Negotiated and concluded works agreements
- Advised management and the board on integration after company acquisition
- Led partial plant closures with social transfer plans
- Implemented short-time work
- Optimized payroll
Patricia W.
Last position:
Vice President Marketing & Communications at Ranger Marketing & Vertriebs GmbH
- Developed and implemented company-wide marketing and communication strategy.
- Merged marketing and communications departments.
- Strengthened brand positioning among core target groups.
- Managed social media, content, and PR/corporate communications.
- Led the department; internal and external stakeholder management.
- Introduced KPI-driven marketing controlling with analytics.
Reuf K.
Last position:
Independent mechanical development engineer, head of design and development of the pipedeck at Herrenknecht Vertikal GmbH
- Development and design of a new oil drilling machine for the Beatrice oil rig in Scotland
- Concept design of the pipe-overdeck platform with crane, total load 200 tonnes
- Static FEM and CFD flow analysis to ensure safe discharge of oil-contaminated wastewater
- Planning, calculation and design of the concept
- Management of 5 designers
- CAD: CREO, Model Manager, SAP
- FKM, VDI 2230 and Euro Code 3
Norbert P.
Last position:
Head of Operations & HR at VIAS Rail GmbH und VIAS Logistik GmbH
- Responsible for operating personnel in the Odenwald, Rheingau and Frankfurt regions
Discover over 15,000 top freelancers
Business Unit Managers statistics
Aggregated from the professional profiles of matched freelancers.
Experience
30 years
Position duration
2.9 years
Positions per freelancer
12
Top business areas
Operations, Project Management, Product Development
Top industries
Professional Services, Information Technology, Manufacturing
Certification focus areas
Human Resources, Quality Assurance, Information Technology
Bachelor's degree or higher
81%
Master's degree or higher
48%
Doctorate
19%
Certifications per freelancer
3
Most common languages
German, English, French
Speak two or more languages
96%
Based on our profile pool as of 19 Sep 2026.
Daily rate distribution
The chart shows how the daily rates of freelancers in this role in Germany are distributed, based on recent contracts on our platform. Each bar covers a rate range — its height shows how many freelancers charge within that range.
Average rates for Business Unit Managers in Germany
Rates are based on recent contracts and do not include FRATCH margin.
The average daily rate is the mean of all daily rates from recent contracts of comparable freelancers on our platform.
The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 19 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
Business Unit Managers experts industry focus
See which industries our matched freelancers work in most often — every figure is calculated live from the freelancers on FRATCH.
- Professional Services (69%)
- Information Technology (58%)
- Manufacturing (58%)
- Retail (38%)
- Automotive (35%)
- Energy (27%)
- Banking and Finance (27%)
- Aerospace and Defense (19%)
Please note that freelancers can work across multiple industries, so percentages overlap.
About the role
What they do
A Business Unit Manager runs a defined part of the business with clear commercial responsibility. The work often combines strategy, sales, operations, and financial control. In many companies, the role is also called BU Manager or business unit head.
Typical deliverables include:
- unit targets and action plans
- P&L review and budget steering
- sales and margin improvement measures
- cross-functional coordination across product, operations, and finance
- management reporting for leadership teams
Core skills
Strong Business Unit Managers make decisions that hold up in daily execution. They understand the market, can read a P&L, and know how to turn priorities into a plan that teams can follow. They also need strong stakeholder management, because the role sits between executives, sales, delivery, and support functions.
- commercial thinking and ownership
- leadership without a heavy reporting layer
- budgeting, forecasting, and KPI steering
- pricing, portfolio, and go-to-market judgment
- clear communication with senior stakeholders
Tools and focus areas
The exact tool stack depends on the company, but the role often works with ERP and CRM systems, management dashboards, BI tools, and planning sheets. In manufacturing, services, IT, or B2B sales, the focus may be on capacity, utilization, account growth, or product mix. A good interim or freelance Business Unit Manager can step into existing structures and improve them without long ramp-up.
When to bring one in
Companies hire a freelance Business Unit Manager when a unit needs immediate leadership, when a vacancy is open, or when change needs a steady hand. This is common in Germany for industrial groups, mid-sized companies, and international firms with local units that need commercial coordination in English and German.
Use this role when:
- a unit needs temporary leadership
- growth has stalled and priorities are unclear
- a turnaround, carve-out, or reorganization is underway
- you need an experienced operator for a defined mandate
What strong profiles look like
The best candidates combine commercial ownership with calm execution. They do not only report numbers; they act on them. They know how to align teams, challenge weak assumptions, and keep decisions focused on margin, customers, and delivery.
Look for evidence of:
- clear results in unit, product, or region leadership
- practical experience in B2B environments
- confidence with senior management and local teams
- the ability to prioritize under pressure
- structured handover and fast onboarding
Typical mandates
Freelance Business Unit Managers are often brought in for interim leadership, portfolio cleanup, market expansion, or recovery work. They may also support a business unit head during transformation, M&A integration, or a sharp growth phase.
In Germany, strong freelancers are often expected to work well with both headquarters and local teams. They should be comfortable with direct communication, clear accountability, and pragmatic decision-making.
Frequently asked questions
Curious about Business Unit Managers? Here are the answers that come up again and again.
A Business Unit Manager takes ownership of a defined business area and keeps performance on track. The work usually covers commercial targets, P&L review, team coordination, and decisions that affect growth and margin. In a freelance setup, the focus is often on a clear mandate such as interim leadership, turnaround, or expansion support.
A freelance BU Manager is a strong choice when you need leadership now, not after a long hiring process. It also works well when the assignment is time-bound, such as a restructuring, vacancy bridge, or market launch. If the need is strategic but temporary, a freelancer often fits better than a permanent hire.
Look for commercial judgment, leadership, and strong control of numbers. A good BU Manager should be able to work with budgets, forecasts, pricing, and KPI reviews, then turn that into action across sales, operations, and support functions. Stakeholder handling matters just as much as technical business knowledge.
A Business Unit Manager sits closer to commercial ownership than a pure operations manager. Compared with a general manager, the scope is usually narrower and tied to one unit, product line, or region, but the accountability is still broad. The exact title can vary, so the real test is the mandate and decision rights.
This role fits interim leadership, growth planning, margin improvement, portfolio cleanup, and turnaround work. It is also used for carve-outs, integration projects, and situations where a business unit needs tighter steering before a permanent leader starts. In Germany, it is common in industrial, B2B, and mid-market settings.
A Business Unit Manager can often start remotely for analysis, planning, and reporting. But on-site time is valuable when the role needs to align teams, meet customers, or support an underperforming unit. Many assignments work best with a mix of remote coordination and regular presence at the client site.
Freelancers should show the kind of unit they led, the business context, and the decisions they owned. Strong profiles mention P&L responsibility, team leadership, growth work, and recovery work in clear terms. It also helps to state whether they are strongest in sales-led, operations-led, or product-led environments.
Ask for concrete examples of how the candidate improved a unit, handled conflict, or reset priorities. A strong business unit head explains the problem, the trade-offs, and the result in a practical way. References, case discussions, and a clear mandate test are usually better than generic management talk.
The average hourly rate for Business Unit Managers in Germany is 145 €, which corresponds to a daily rate of about 1,157 € based on an 8-hour working day.
Of the freelancers working as Business Unit Managers in Germany, 81% hold at least a Bachelor's degree, 48% hold at least a Master's degree, and 19% hold a doctorate.
On average, freelancers working as Business Unit Managers in Germany have 30 years of professional experience, with a single engagement typically lasting around 2.9 years.
The most common languages among freelancers working as Business Unit Managers in Germany are German (96%), English (96%), and French (31%).
The most common industries among freelancers working as Business Unit Managers in Germany are Professional Services (69%), Information Technology (58%), and Manufacturing (58%).
The most common business areas among freelancers working as Business Unit Managers in Germany are Operations (77%), Project Management (73%), and Product Development (62%).
FRATCH Business Unit Managers main locations
Our freelancers and interim experts are at home across the DACH region — available on-site in the major business hubs or fully remote. Choose a location to discover matched specialists, local market insights and up-to-date availability.
Berlin Hamburg Munich Cologne Frankfurt Stuttgart Dusseldorf Leipzig Dortmund Essen Bremen Dresden Hanover Nuremberg 
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Philipp Thomaschewski
FRATCH CEO
