I am not made to manage the status quo.
I am not made to manage the status quo.
When turnaround, restructuring and transformation are unavoidable...
Companies today are faced with a multitude of challenges:
- They must become more resilient in order to be able to react to the current megatrends in the world of work and unforeseeable crises - agility must be considered organization-wide.
- Digital technologies and climate change require constant change to ensure competitiveness. Strategic realignment incl. of implementation are required.
- They are in a precarious financial situation and are in the red; they need to get back into the profit zone - preferably without "unimaginative" staff cuts.
- Companies are faced with rapidly growing demand and a lack of capacity to meet this demand with the usual quality and delivery times. Productivity increases, capacity expansions - including external partnerships or mergers & acquisitions - must be managed.
- A managing director or plant manager is absent, e.g. due to dismissal or prolonged illness. Someone has to temporarily manage and develop the business.
This is where I come in with my offer.
I come when there’s a fire. It’s 5 to 12 and money is being lost every day.
Task force in critical situations
- Management of a task force until the return to the initial state before the situation occurred
- Identifying potential for increasing resilience
- Leading a task force in critical situations in projects or in operational business
Turnaround - Restructuring
- Location determination through ACTUAL analysis
- Determination of potential without and with personnel measures
- Conducting negotiations with works councils in accordance with BetrVG
- Implementation of measures in cooperation with the works council
Bridging, stabilization and further development
- Exercise of the function as e.g. plant manager or managing director incl. Stabilization and further development
- Best preparation for the potential successor
- On-boarding the successor
I will come when we have realized that we have to do something.
Increasing resilience
- Conversion to an agile organization
- Expediting at suppliers (monitoring of production orders)
- Variance reduction, streamlining of the product portfolio
Transformation - shaping change
- Location determination e.g. by SIRI (smart industry readiness index)
- Transformation to an intelligent and green factory (smart & green factory)
- Strategy development for the "Smart Organization" incl. Implementation roadmap
- Communication across all levels
- Buy-in from employees at all hierarchical levels from the store floor to the top floor
- Change management and coaching in transformations
Optimization & growth
- Assessment of the current situation, e.g. using KPIs, Gemba walks
- Identifying potential
- Implementation of the measures agreed with the customer
- Increasing productivity through the targeted use of smart technologies (e.g. RPA, IIoT, AI, GenAI)
I was always the "changemaker" within the company.
Stephan Jorra, Interim Executive & Project Manager
Clients & industries
My services are aimed at internationally positioned, manufacturing SMEs, family-owned companies, corporate groups and also start-ups and portfolio companies of private equity firms.
They are industrial companies with their own factories and plants. They come from the energy sector, mechanical and plant engineering, the automotive industry, the metal industry or the field of renewable energies and environmental technology.
I bring extensive experience from the following sectors to my mandates:
- Energy - Electrical engineering - Electronics
- Industry - Mechanical engineering - Plant engineering
- Plants with Engineer to Order (ETO) and Make to Order (MTO) production principle
