Turnaround Management
When a company has to return to profitability under time pressure, I take operational responsibility on site. Rapid assessment, clear priorities, rigorous execution – focused on cash flow, EBIT and working capital.
Turnaround · Restructuring · Interim Management
Clarity. Priority.
Impact.
Industrial transformation for companies that need to act now. As one of the few experts who have built, turned around, relocated and closed a plant, I assess situations fast, set the right priorities – and turn them into hard-hitting concepts that get executed. Operationally, financially and culturally.
25+
Years of leadership experience in the manufacturing industry
6
Mandates as Managing Director or COO with full P&L responsibility
9
Countries with operational leadership responsibility on three continents
1
Plant built as a greenfield project – from open field to series production
Services
Effective leadership for plants in motion
From acute crisis to strategic realignment: I take responsibility where decisions really count – as a consultant, as an interim managing director, or as a project leader on site.
Restructuring
I develop and support viable restructuring concepts – from out-of-court workouts to alignment with banks, shareholders and authorities – for a sustainable financial and operational repositioning.
Interim Management
As managing director or COO on a temporary basis, I take on leadership responsibility in vacancies, crises or special situations – fully operational from day one, with a clear reporting line to owners and supervisory bodies.
Plant Relocation
From site analysis and social planning to a smooth production ramp-up at the new location: I have personally managed and executed relocation projects to Germany and Romania.
Plant Construction (Greenfield)
I build new production sites from the ground up – from site selection, regulatory coordination and equipment planning to a stable start of series production. Proven in an international group environment in Poland.
Plant Closure
Socially responsible, legally sound and without reputational damage: I structure plant closures cleanly in operational, communicative and legal terms – in the interest of employees, owners and local partners.
Risk Management
I identify operational, financial and strategic risks early and establish robust steering instruments such as balanced scorecards and KPI systems – before risks turn into crises.
Corporate Culture & Change
Structures change quickly; cultures need leadership. I guide change processes so that workforce and management team embrace the new direction – cooperatively, but consistently.
Digitalisation & AI
I drive digital transformation in manufacturing – from ERP implementation to the practical use of AI applications in day-to-day operations, anchored in reliable KPI systems.
Industries
Industrial experience you cannot study – only live
My experience comes from more than two decades of operational responsibility in three core industrial sectors.
Automotive
From tier-1 suppliers to module centres of major OEMs – I know cycle times, customer audits and the requirements of international car manufacturers from my own operational responsibility, including for BMW and Mercedes-Benz.
Packaging Industry
Several years of managing-director responsibility in the packaging industry, focused on production management systems, GMP-compliant quality management and the development of new international markets.
Machinery & Plant Engineering
Engineering-level technical understanding combined with commercial leadership experience – for companies manufacturing equipment, modules and components in demanding industrial processes.
Approach
No lengthy talk. Assess fast, prioritise right, execute rigorously.
My approach is built for speed and impact. I analyse situations quickly, concentrate on the few levers that really matter, and stay on it until the effect is proven.
1
Week 1–2
Rapid Situation Analysis
On-site assessment: numbers, processes, people. Conversations with the management team, works council, customers and suppliers, plus analysis of the key figures – for a reliable picture of the situation within days.
2
Prioritisation
Clear Priorities
No actionism. I define the few truly decisive levers – those with the strongest influence on cash flow, quality and delivery performance – and make sure resources are applied exactly there.
3
Concept
Hard-Hitting Concept
A concrete action plan with responsibilities, timeline and measurable targets – aligned with owners, banks and supervisory bodies, so that all stakeholders stand behind the solution.
4
Execution
Rigorous Execution
Operational leadership on site or close support of the existing management – with weekly reporting and direct escalation of deviations. Impact comes from consistency, not announcements.
5
Anchoring
Sustainable Handover
Handover to a stable, self-sustaining team – including leadership development and the establishment of lasting steering instruments, so the impact endures beyond my engagement.
Education & Qualifications
- M.Sc. with a focus on business management
- Dipl.-Ing. (graduate engineer) in mechanical engineering
- Industrial engineering
- Certified master craftsman in electrical engineering & apprenticeship trainer
- QM auditor (ISO 9001, IATF 16949, ISO 14001, ISO 27001)
- Certifications in project management, sales management and leadership
About me
The full lifecycle of a plant – from one hand, from first-hand experience
I am one of the few people who understand the entire lifecycle of an industrial plant from first-hand operational experience: I have built a production site in Poland from a greenfield site, restructured and turned around plants, relocated operations to Germany and Romania, and carried out plant closures in a socially responsible, legally sound way. Most consultants only ever see one slice of this cycle – I know it in full, from every phase.
In more than 25 years I have held managing-director and COO positions in the manufacturing industry – in the automotive and supplier industry, the packaging industry, and machinery and plant engineering. Always with full P&L responsibility, in direct dialogue with owners, supervisory bodies and authorities, and leading sites across Europe as well as in North and South America. Alongside this, I have systematically established quality and lean management systems and driven digitalisation and AI projects.
This track record has a root that predates my time as managing director: I started as an apprentice on the shop floor and worked through every level of industrial responsibility myself before leading companies. That is why my restructuring concepts reflect the perspective of the people at the machine as much as the expectations of owners and supervisory boards – and why they are embraced on the shop floor, not just approved in the boardroom.
With KPI Industrial Transformation I now make this experience available to companies facing exactly these challenges: restructuring, turnaround, relocation, plant construction or leadership on a temporary basis.
01
Full plant lifecycle
Construction, turnaround, relocation and closure – from first-hand operational responsibility, not just one slice of it.
02
Technical & commercial dual perspective
Mechanical engineer and business graduate in one person.
03
Speed
A reliable assessment of the situation usually within days – not weeks.
04
Discretion
Sensitive handling of restructuring and crisis situations, strict confidentiality.
Contact
Let's talk about your situation
Give me a brief outline of your starting position – I usually reply personally within 48 hours.
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Registered officeRudolfweg 7, 8072 Fernitz-Mellach, Austria
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Phone+43 676 632 88 42
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Area of operationAustria & all of Europe
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