Interim Management
At paul und collegen, interim management means temporarily guiding a firm. We take on C-level management of companies, including at board level, where required. We are acutely aware of the limited amount of time we have on the clock. Once our work is done, our client needs to have a lasting solution, generally in the form of a successor.
As the CRO (Chief Restructuring Officer), we join company management in navigating periods of crisis and upheaval. We pursue the principle of ‘help others help themselves'. In other words, when we’re done, companies should be able to resume normal operations once again without requiring our support.
Leadership also means making decisions that may go well above your own role at a company that nevertheless are a good fit.
C-managers influence the culture of the company in question and bear responsibility in this regard. If things can no longer carry on as before, changing the corporate culture is one of the key success factors as part of the overall change process.
Experience has shown that interim management is never merely a stand-in role, but always involves projects that need to yield results and have a long-term impact for the future.
Restructuring
We work closely with our clients to develop basic concepts for business continuity and find solutions for conflicts among or with stakeholders. During this process, we take on the role of interim managers (including on the board as CRO, independent managing directors/board members and other roles) or as advisors to the management team and/or owners.
We also guide insolvency administrators through the reorganisation and restructuring process, particularly during preliminary proceedings, to help the company get back on its feet and make sure nothing stands in the way of a new future.
Successful restructuring projects always incorporate five key aspects:
- Strategy
- Organisation
- Operations
- Finances
- Culture
A viable new structure can only be found if all factors are impartially considered to the extent relevant for the case at hand. The end goal is always returning to normal business operations as quickly as possible. After all, a patient can only survive for so long during open heart surgery.