Industry / Focus Industry
Manufacturing Industry
Plant Engineering
Line Function / Role
Managing Director
COO
Mandate Duration
(in months)
28
Revenue
(in million €)
15
Employees
120
Task:
Taking over the management and responsibility for the areas of Operations and IT systems, thus steering the systematic digitalisation of the company. Simultaneously supporting the owner in the strategic search for a successor.
Initial Situation:
- Growing project business with simultaneous insufficient operational control
- High dependence on individuals and leadership vacuum on construction sites
- Limited scalability with increasing project complexity
- Administrative inefficiencies and lack of digitalisation
- Increased employee turnover
- Insufficient transparency regarding project status, cash flow and quality of results
Goal:
- Establishment of a high-performance, controllable project organisation
- improvement of quality, speed and cost-effectiveness in day-to-day operations
- ensuring the ability to handle large projects
- stabilisation of the organisation and reduction of turnover
- increased planning certainty regarding result quality and liquidity security
- scaling the business model and securing the future value of the company
approach:
1
creating transparency and controllability
establishing easy-to-use but effective planning and control tools. Introduction of clear views on cash flow forecasts and revenue recognition.
2
digitalisation as a lever for efficiency
digitalisation of central project management processes, reduction of manual and redundant processing steps, as well as focusing on value-adding activities and streamlining administration.
3
introduction of clear processes and organisational rules
elimination of dysfunctions in operational teams and establishment of robust workflows along the process chain for project execution and servicing of the facilities.
4
combination of structure, tools and culture
building a high-performance team culture. Focusing on quality, commitment and results orientation. Targeted modernisation of work environments.
further relevant implementation measures/steps:
- Digitalisation of project management with Excel-based tools, such as a central planning board for the deployment planning of service technicians and an order pipeline for the technical planning of projects and their supply chain-related operation.
- Introduction of a field service management software based on the existing business model. Coverage of the entire value chain from the deployment planning of technicians to the digital creation of deployment reports.
- Active management of the entire order processing pipeline, including focused change order management. Prioritisation of resource planning based on profitability, resource utilisation, and strategic relevance.
- Key account and contract management. Negotiation of change orders for large projects with global corporations. Ensuring economic interests despite project complexities.
- Organisation and working environment. Modernisation of IT hardware and software. Improvement of working conditions for employees as well as the creation of a professional and contemporary working environment.
Results (Output):
- Increase in efficiency and productivity through a reduction in operational processing times > 30%.
- Significant improvement in the project capability of the organisation, particularly for large projects with > €1 million order value. Proven improved quality of project execution and strengthening of customer satisfaction.
- Change order negotiations with EBITDA effect. In total > €300,000, which corresponds to an increase of > 50% compared to the previous year.
- Creation of precise controllability of the operational business with up-to-date transparency regarding project status, cash flow, and revenue/profit development.
- Processes & Systems: Introduction of functioning and integrated planning and control systems. Significantly improved structure in project and service business, particularly in the professionalisation of customer communication.
Impact (Outcome):
- Transformation from project-based improvisation to manageable organisation. Management can actively plan and control instead of reacting.
- Scalability in project business. Structural ability to reliably implement complex large projects.
- Significant improvement in outcome quality and thus stronger financial control. Active result assurance through structured change order and project management.
- Stabilisation and strengthening of the organisation. Reduction of turnover by >60% and stable, high-performing team with clear working conditions.
- Operational relief through digitalisation and thus focus on value-adding activities through reduced administration. Employees and management have more time for project management, customer work and problem-solving.
- Closing a critical leadership vacuum with clear leadership, prioritisation and decision-making structure in project/service business: better project successes, risk reduction and better scores in customer satisfaction surveys.