In order to implement the concepts and measures for turnaround and business development, an interim manager (m/f/d) is often deployed.
We find interim managers for turnaround cases in the positions CRO or CFO. Interim managers in business development are usually in the positions of CFO or project manager.
Our many years of experience enable us to qualify the right interim manager for your specific company situation. Please do not hesitate to contact us.
This is what customers say about our work:
I would particularly like to emphasize that the interim manager of Walther Management - after the regrettable loss of our CFO - has filled this position excellently on an interim basis, in addition to supervising the sales process. Thus, all relevant commercial questions could be clarified directly and professionally with the potential buyers, risks for the sales process could be avoided and concerns of the potential buyers could be eliminated.
(Michael Bayer, Managing Director BB Government Services GmbH)
As a result of their high professionalism and their committed and cooperative nature, Mr. Walther's teams enjoy a high reputation, great esteem and always full confidence.
(Susanne Hausmann, Managing Director Noventi HealthCare GmbH)
"Mr. Walther always worked closely and very trustfully with me and the other shareholders in all projects. He always had an objective, well-founded opinion, which he contributed to the discussion and thus significantly shaped the coordination process. By accompanying the implementation, he and his team ensured that the project goals were largely achieved even after the project was completed.
(Dr. Jamshid Javdani, Managing Partner GFS Gesellschaft für Statistik im Gesundheitswesen)
Our case studies in the area of Interim Management:
A regionally active wholesale company with two business divisions was no longer able to maintain its old market dominance due to the incurable illness of its managing partner.
The CEO had to be replaced at short term by an interim manager provided by the project team, who stabilized the company with his market knowledge and seniority. As no successor from the family was available, the sales process was initiated. After nine months, this led to two successful transactions with two strategic buyers, each including a long-term lease agreement.
A building construction company was sold by Walther Transaction to a construction group from Austria. As the CFO was absent during the sales process, Walther Management provided the interim CFO for a period of 5 months to the buyer, who then trained his successor.
The construction group then successfully developed the company further and built up a new business segment, the PE investor was able to realize a considerable increase in value in the context of the sale.
A medium-sized manufacturer of building materials almost always achieved positive figures despite all external upheavals in its 125 years of existence. An oversized and unprofitable investment and a severe decline in demand caused losses. After coordinating the turnaround concept with the shareholders, interim manager Mark Walther took comprehensive measures in sales and pricing policy as well as cost reduction. The company returned to the profit zone on a sustained basis.
However, on the basis of scenario planning it became clear that the next investment necessary to maintain long-term competitiveness would bring a negative return and thus reduce the value of the company. After intensive discussions with all shareholders, the decision to sell the company was taken by mutual agreement, which was also transferred to the interim manager. After 9 months, thanks to a proactive approach at the right time, a very favorable solution was available to the shareholders.