Turnaround Consulting for the DACH Region
Resolve Financial Distress. Restore Profitable Growth.
In the DACH region, corporate crises are often met with denial before action. Hesitation in a liquidity crunch is the greatest liability. We provide the immediate leadership and operational execution required to stabilize liquidity and restore profitable growth for German, Austrian, and Swiss mid-market enterprises.
When to Engage Us
Early intervention preserves enterprise value. If your business is experiencing any of the following critical stress indicators, immediate operational and financial restructuring is required.
Liquidity Shortfalls
Impending inability to meet payroll, supplier payments, or tax obligations within the next 4 to 12 weeks.
Breached Covenants
Violation of financial covenants with banking syndicates, triggering acceleration clauses or credit line freezes.
Lender Hesitation
Banks refusing to extend additional credit or requiring independent turnaround confirmation before restructuring existing debt.
Margin Erosion
Rapid decline in core unit economics and relevant KPIs due to volatility of markets, empty project pipeline, supply chain disruption or high fixed cost overhead.
01
Phase 1
Immediate Crisis Stabilization
We move within days to stop cash bleed and regain control of your liquidity. We bypass generic playbooks and apply a forensic, data-driven methodology tailored to the complexities of your business.
- Immediate Liquidity Control: We establish a transparent cash-office to track and manage all cash flow.
- Rapid Stabilization: We identify and execute immediate financial levers to stop cash hemorrhage.
- Stakeholder Consensus: We build alignment with works councils, key banks, and family shareholders to prevent operational friction.
- Legal Precision: We navigate local restructuring frameworks flawlessly, including StaRUG, ESUG Schutzschirmverfahren, and out-of-court reorganizations.
- On-the-Ground Execution: We provide bilingual, localized management to ensure sensitive negotiations preserve the company’s legacy.
02
Phase 2
Strategic Realignment & Value Restoration
Having steered many mandates across the SME sector, we know that lasting turnarounds require fixing the core business, not just cutting costs. We realign operations to achieve sustainable unit economics and restore profitable growth without destroying enterprise value.
- Optimized Production: We drive changes in production footprints to improve capital-intensive structures.
- Supply Chain Restructuring: We challenge supply chains on efficiency, reliability, and cost control.
- Portfolio Focus: We analyze and streamline product portfolios to concentrate resources on cash-generating units.
- Operational Excellence: We push for disciplined processes to drive a return to innovation leadership.
- Customer centricity: We regain control over sales pipeline to secure sustainable revenue streams.
03
Phase 3
Embedded Interim Management
Strategy requires rigorous execution. We do not act as detached advisors; we execute the turnaround plan directly alongside your team.
- Direct Operational Control: We embed interim managers directly into your C-suite and shop floor to take immediate charge.
- Decisive Execution: We drive the restructuring plan implementation rapidly while ensuring business continuity.
- Knowledge Transfer: We equip your permanent staff with turnaround methodologies and management skills to prevent future crises.
- Sustainable Independence: We establish financial discipline and decision-making clarity, so your company thrives independently after our mandate ends.
Select Mandates
Case Studies
Anonymized overviews of recent turnaround mandates in the DACH region. Results driven by forensic analysis and operational execution.
Machinery Manufacturer
Germany
Revenue: €15M
Sales Turnaround & Target Achievement
Situation: The company’s direct sales division had been consistently missing its revenue targets, eroding profitability and jeopardizing key customer relationships. With only 50 employees, the underperformance put significant strain on cash flow and threatened the stability of the entire business.
Action: Deployed an interim sales director to perform a deep analysis of sales metrics, team capabilities, and the end-to-end sales process. Defined clear project objectives, redesigned the sales process, established performance budgets and KPIs, and took direct leadership of the sales team. Conducted a thorough assessment of talent gaps and initiated strategic recruitment to strengthen the team.
Result: Revenue targets were met within the project timeline. Sales process efficiency improved significantly, and a rebuilt, higher-performing sales team secured the company’s commercial trajectory, restoring confidence across the organization.
Machinery Manufacturer
CIS Region
Revenue: €15M
Critical Turnaround of a Distressed Sales & Service Hub
Situation: The CIS-based subsidiary of a German machinery manufacturer, responsible for sales and service across neighboring markets, was in an urgent crisis. Starting in January 2015 with over €1 million in debt, the unit was hemorrhaging cash, plagued by inefficiencies, an underperforming team, and mounting regulatory obstacles; including EU sanctions and new EAC certification requirements. Without immediate intervention, the hub faced closure.
Action: Conducted a detailed analysis of company and market data, then set clear turnaround metrics. Restructured the organisation and team, increasing headcount with newly defined roles. Overhauled internal processes, revamped the supplier base, and reorganised legal, tax, customs, and financial advisory support to solve complex export/import challenges. To drive revenue, we implemented a customer-centric market approach, integrated a CRM system, strengthened HQ alignment, and introduced flexible service offerings and acquisition tools.
Result:Full financial recovery and positive KPIs were achieved within the first year. By the end of 2018, the subsidiary exited the turnaround with a clean balance sheet, debt-free, and operating as an efficient, profitable organization.
Trusted By
Clients & Partners
Our Team
Managing Partners
Our team comprises Chief Restructuring Officers (CROs), legal specialists, and operational managers with decades of experience navigating the cultural and regulatory complexities of the DACH Mittelstand.
Dipl.-Wirt.-Ing. (FH) Jens-Heiko Adolph
Chief Restructuring Officer
“An experienced analyst who holds up a mirror to us and works out solutions with us.”
Jochen Trautmann, CEO, Rittal Automation Systems GmbH & Co. KG
Dr. Miodrag Konstantinović
Chief Restructuring Officer
“A manager who has built a very strong strategic relationship between our company and its customers, achieved outstanding results, and led his team with great success and motivation!”
Alois Schmid, Managing Director, Hennecke Group (retired)
Luka Rstić PhD
Chief Restructuring Officer
“His ability to untangle complex regional challenges and turn data into actionable solutions has been key to driving cross-border initiatives and global growth.”
Steve Raymund, CEO, Tech Data (retired)
Our mandate is not just recovery; it is establishing the infrastructure for long-term, resilient value.
We don’t fix symptoms, we restructure your core business model.
Financial distress demands immediate action.
Contact our turnaround team today for a confidential assessment of your liquidity situation and a direct plan to stabilize and restore your business.