Interim Managers in Nuremberg

Planning, execution & moderation of crisis communication and reputation management

AQIM is a non-profit organization based in Austria. An association of interim managers from Germany and Austria. Founded in December 2024. Multi-part training with workshops and consulting for preventive crisis communication, in cooperation with the founding members and those responsible for communication. To assess crisis potential for the market entry strategy and ahead of a digital campaign.

The project in a nutshell:

Consulting and training for the purpose of:

• Analysis of crisis potential as a new market entrant and its internet-based communication activities
• Planning and developing crisis communication with targeted measures
• Developing a crisis plan to minimize reputation risks in an emergency
• Conducting training and information sessions

Success:

• What started as a one-time consulting event for preparing an information campaign became a multi-part workshop on preventive crisis communication. This not only gave the organization expertise and confidence in the event of acute challenges, but also gave the participating interim managers new skills for their day-to-day work on assignments
• The workshop enabled those responsible to launch the information campaign that was being prepared at the time and planned for six months, as scheduled at the end of January 2026 on social media
• Careful scheduling and defining how to handle critical voices in terms of terminology and tone, as well as compliance rules, ensured a smooth start and run of a 3-month information campaign

• For a market entry in USA and EU, commercial, regulatory and operational requirements had to be translated into a reliable structure; the data basis and processes were initially insufficient.

• Supply Chain and Go-to-Market Strategy; COGS structure; distribution and Last Mile; Direct-to-Patient logic; reimbursement context; development of the data basis and cross-functional collaboration.

• Created an investor-ready Supply Chain/COGS foundation and a scalable logic for market entry.

• Bedrock technology operations role providing the foundations on which PUMA's global product teams build PUMA.com and associated systems
• Managed a €3.5 million CAPEX portfolio including ~20 externals and 16 platform and tooling vendors
• Started up and led five functional teams for platform engineering, cloud administration, edge technology, continuous performance testing, and L2 support / incident management
• Person of last resort for mysteries, intractable bugs, compliance crises, litigation support, and black-hole issues where ownership was unclear or contested
• Sole author and driver of a multi-million-euro, multi-year RFP for Global Operations Center serving the direct-to-consumer technology estate for eCommerce, order management, and brick-and-mortar retail tech support
• Conceived, designed, developed and productionized Order Viewer, a secure internal application providing observability into PUMA.com order data at sub-second latency; independently delivered architecture, implementation, GCP deployment, SSO integration and organizational compliance.

• Structured digitalization mandates for project businesses, developing governance frameworks, data models, and digital toolchain integration strategies for complex industrial environments
• Advised on data break resolution, standardized data flows, and end-to-end process harmonization across project management chains
• Developed knowledge retention strategies and digital tools to systematically capture and share organizational expertise
• Achieved active market positioning for project excellence and digitalization mandates in industrial environments (Siemens Energy, EFESO, Capgemini Engineering)

• Leading HR departments worldwide
• Implementing digital tools, processes, and workflows
• Works councils at local, central, and group levels
• HR restructuring

• Retrofit of wind turbines with innovative technologies

• Set up a project management system based on Atlassian software with the Work Management and Confluence modules

• Developed a workflow for the proposal process for retrofitting existing wind turbines (WKA) and photovoltaic systems (PVA)

• Created business cases and business plans

• Tracked deadlines and content of the project and piloted the workflow in client projects

• Ensured stakeholder acceptance of the project management system

• Introduced and consistently applied agile methods, such as Kanban

• Met deadlines and delivered content for the set milestones

• Acquired industry knowledge

• Successfully implemented Atlassian software

• Consolidation of several interdisciplinary departments (responsibilities: Corporate Finance & Treasury, Financial M&A, Commercial M&A, M&A PMO)
• Redesign and establishment of the company-wide M&A process
• Operational management of (inter)national M&A projects

• B2C customer portals, ecosystems
• DXP
• CDP strategy and platforms