After an initial meeting, I take sufficient time to conduct a free quick analysis. I want to understand where the problem lies. Afterwards, you can get a more accurate picture.
I can then prepare a tailored offer for my support. My services range from comprehensive company analysis and due diligence (or just specific areas such as finance, human resources, administration, production, warehousing, logistics or other processes) to specialised areas such as fraud detection and the actual implementation of proposals. This sets me apart from a consultant, and you will see that I don’t just spout empty words, but take full responsibility.
My proposals are practical, realistic and concrete.
Financial management in companies is one of my core competencies. As a CFO in companies across a wide range of industries, cash flow is second nature to me. Industry experience is not decisive in determining whether an interim manager can provide the necessary impetus. It is much more about the speed with which one can understand the business model. And experience makes this possible.
You don’t need an army of KPIs or PowerPoint presentations with brightly coloured graphs. Your cash flow tells you everything you need to know.
(Good) people management in itself is a particular challenge that requires a great deal of empathy, experience and the right personal values.
(Bernard de Clairvaux)
These requirements are magnified in cross-cultural and cross-border people management. In my personal experience, there are interpersonal barriers in an international environment that should not be underestimated. These barriers are often invisible, but they have an enormous negative impact on a company’s performance.
I have identified and removed such barriers many times. I have particular experience in relations between Czech companies and companies from Austria, Germany and Switzerland.
Crisis can bring about change. See crisis as an opportunity.
(Good) management means being able to lead your company out of the crisis with your team. This requires more than ‘just’ admitting that you are in crisis. Although this is the first important step, many fail at this alone.
Crisis management requires the necessary tools. It encompasses all aspects such as financial management, people management, change management, transformation and, ultimately, the necessary personality, values and mottos. Professional crisis management leads to a turnaround and thus to successful restructuring through rapid operational improvements and financial stabilisation via strategic realignment.
Fraudulent acts cause crises just as much as incompetent managers and external factors. The good news is that detecting them is relatively easy compared to developing a new strategy in a difficult market environment or getting a sluggish team back on track.
If you suspect that this issue could be relevant to your company, or if you simply want to be on the safe side, please contact me. Thanks to numerous recent assignments, I have gained a great deal of practical experience in fraud detection in addition to my work with the latest tools.
Contact me without obligation via e-mail, telephone, WhatsApp, LinkedIn or this contact form.
