Plant Engineering Experts

• Transformation and global scaling (listed in the MDAX)
• Stabilization and professionalization of the ongoing value creation program
• Consistent challenging of the workstreams regarding content, target achievement, and progress, as well as realization of the defined value drivers
• Identification and removal of implementation blockers to ensure execution speed
• Reporting to the Executive Board and Supervisory Board

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

• Building up the Enterprise Architecture department. Preparing the convergence of IT / OT.
• Mapping the global business application landscape (6 countries).
• Concept for a graph model of the application landscape. Storing the results in the open-source graph database Neo4J. Various reports in the database query language CYPHER and the visualization component BLOOM. Automatic generation of IT architecture diagrams.
• Development of an application taxonomy to identify redundant applications.
• Applying Gartner's Software Portfolio Management TIME model (Tolerate, Invest, Migrate, and Eliminate) for portfolio management.
• Enterprise Architecture Governance: establishing architecture guidelines for documenting measures and decisions.
• Process modeling according to Porter (Value Chain).
• Various architecture approvals for change requests and documentation in Architecture Decision Records (ADR).
• Working on the RACI matrix for various processes.
• Working on business capabilities as preparation for a LeanIX rollout.
• Contributing to the concept for IT/OT convergence.
• Establishing architecture guidelines in a very pragmatic corporate culture. Knowledge about applications and responsibilities is spread across the world.

Situation:

• decline in sales
• need for support in identifying and opening up new sales markets

TASK:

• Expand the B2B network and develop new strategic partnerships to open up additional sales opportunities and new markets.

MEASURES:

• Identify and approach potential B2B customers and partners
• Expand existing contacts in the market environment
• Develop new strategic partnerships
• Customer and market meetings mostly in the field
• Support in opening up new sales opportunities

RESULTS:

• B2B network expanded in a targeted way
• new strategic partnerships initiated
• additional market and sales potential made visible
• stronger presence with customers through personal market work

• Acting as a professional sparring partner for management and leaders on HR topics
• Advising employees on HR matters
• Maintaining department capability during transition
• Analyzing weaknesses in the performance appraisal process
• Integrating the SAP appraisal tool
• Negotiating and organizing short-time work
• Analyzing and consolidating employment contracts
• Preparing references and recruiting
• Advising on organizational development

• Support to management on critical strategic topics with high investment volumes (e.g. large project > EUR 250 million).
• Support for the financing of large projects with a credit volume of EUR 100 million.
• Advice on difficult personnel issues and on filling leadership positions.
• Leadership and management in virtual project environments.
• Strategic consulting on digitalization as well as financing and equity topics.
• Impulse giver and advisor for stuck negotiations, contract design, and solution options.

Building and establishing sales and marketing processes, as well as candidate management for executive and transformation mandates between Europe and Asia

• Initial situation**

• Asia-Connect started as a partnership for placing interim executives. After the first sales activities, scalable structures for sales, marketing, and candidate management were missing. With growing demand and the involvement of additional partners, there was a need for clear processes, defined interfaces, and reliable reporting in order to manage growth in a planned way and deliver mandates efficiently.

• Responsibility & approach**

• Built clearly structured end-to-end processes for sales, marketing, and candidate management.

• Implemented standardized candidate management from first contact to talent pool.

• Introduced binding marketing guidelines, including agency management and SEO implementation.

• Established a KPI-based content and reporting process.

• Introduced weekly KPI reviews and forecasts to manage marketing and sales.

• Implemented a structured sales process from lead-to-opportunity to contract closing.

• Piloted and continuously improved all processes in day-to-day operations.

• Results & impact**

• Introduced uniform marketing standards, including stable agency management (content output +60%).

• Established a KPI-driven content and reporting process with regular performance reviews (engagement rate >45%).

• Implemented a structured sales process from lead to close, with clear phase and decision logic.

• Implemented an end-to-end candidate management process with clear quality criteria and a scalable data basis (time-to-shortlist –40%).

• Increased efficiency in mandate fulfillment through shorter lead times and better coordination between sales and candidate management.

• Created a scalable operational base to integrate additional partners and grow the network.

PSA, Peugeot Citroën, France (10/2023 – 05/2024)

• Launch Manager for electrode production rolling lines
• Setup, modernization, and commissioning of cleanroom production equipment
• Management of a team of 15 Chinese technicians
• Recovery of a three-month delay and on-schedule delivery

Manages complex sourcing and supplier projects in a high-tech / semiconductor environment with a focus on delivery capability, critical assemblies, QLTCS, escalation management, and sustainable supply chain stabilization. Leads international stakeholders, internal departments, and suppliers through demanding decision-making, qualification, and implementation phases.

Mandate relevance: Stabilization of critical supply chains, securing technologically demanding assemblies, and structured management of supplier and escalation topics in a highly dynamic high-tech environment.

Project Manager Management, coordination and monitoring, as well as documentation and evaluation, of numerous multidisciplinary projects in the field of "production plants/plant engineering", in the gas and oil, chemical, and pharmaceutical industries QMB and Safety Officer Involved in the introduction of the quality management system and in the preparation and execution of the certification audit "energy, safety, and QM audit".

• Got a misguided restructuring back on track
• Successfully created positive momentum by motivating, inspiring, and encouraging employees to stay committed during this difficult phase
• Developed a solid strategy concept and created a 5-year roadmap from it
• End-to-end, AI-supported digitalization of collection logistics processes, which led to optimized operations and a significant increase in efficiency
• Designed a complex technical concept for automated, AI-supported textile sorting on an industrial scale
• Implemented efficient structures and established clear communication channels, which helped improve team coordination and clearly define responsibilities
• Strategic development and successful implementation of a dynamic sales structure, which, through proactive leadership and targeted talent development, led to higher sales momentum and employee motivation
• Created tailored concepts for international retailers, fashion brands, producers, and wholesalers (pre-/post-consumer textiles) as a key part of the new strategic direction
• Initiated and maintained partnerships between industry and research to advance the shared goal of “Circularity in Textile” with recognized expertise
• Targeted reduction of the investment backlog through modernization and optimization of machinery and plant technology, which led to a significant increase in operational productivity

• Development and implementation of technical guidelines for electrical and mechanical systems
• Development of the electrical safety organisation as responsible electrician (gVEFK)
• Implementation and oversight of DCIM and related technical software solutions
• Design of technical solutions for lifecycle infrastructure and customer projects

• Strategy to migrate data after the takeover of a company