PFM Interim Management · technical B2B

PFM Interim Management

Paul Fritz Mendel · Managing Partner & Interim Executive

Interim leadership when responsibility cannot wait. For sales, transformation and operational stability in medium-sized businesses.

Interim Managing DirectorSales & CommercialTransformation & Execution

Industry, energy and infrastructureGermany and internationalExperience since 2010

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Assignment start by agreementGermany · internationally mobile
Portrait of Paul Fritz Mendel
Since 2010Paul Fritz Mendel · Managing Partner
15+ yearsSales, transformation and company building
0 → 28Employees built in an operating company
48 marketsInternational technical-product experience

01

When to bring me in

When leadership is missing, sales underperform or change is stuck.

PFM assumes temporary operational responsibility. The assignment starts with a concrete constraint and ends with a dependable handover.

Review the mandate fit in detail

A leadership role must be covered quickly

The business cannot wait for the permanent successor and needs immediate decision-making capacity.

OutcomeStability, clear ownership and an orderly handover.

Order intake and commercial performance are falling short

Technical quality exists, but target customers, offer, pipeline and sales leadership do not yet work as one system.

OutcomeClear priorities and dependable commercial control.

An agreed change is not reaching operations

Sales, engineering and operations need shared decisions, clear roles and a binding operating cadence.

OutcomeExecution that works in daily operations and does not end with a presentation.

02

What I bring

What PFM takes responsibility for in the mandate.

A clear assignment, one accountable lead and a working rhythm that turns decisions into execution. Additional expertise is added only where it is needed.

01

Interim management

Assume responsibility at short notice, establish decisions and priorities and lead the organisation reliably until the permanent solution is in place.

02

Sales & Commercial

Connect target customers, proposition, pipeline, pricing logic, partners and sales leadership into dependable commercial control.

03

Transformation & Execution

Bring strategy, organisation, data and operations together so that change reaches daily work.

05

Selected case studies

How I get growth, organisations and execution moving.

Industrial · Energy · Infrastructure · Technical B2B

Company build & difficult market access

2019–2024

Founder & Managing Director · critical infrastructure

Assignment and outcome
Situation
Build a company from inception and enter a hard-to-access technical infrastructure market.
My contribution
I focused the target accounts, established direct access to leading operators and built sales, team leadership and delivery governance.
Outcome
28 employees, approximately €1.2m annual revenue and a €2.6m three-year framework.
Read the case study

Commercial cost optimisation

2015

Interim sales project lead · technical product business

Assignment and outcome
Situation
Professionalise an established product business and change an underperforming cost and supplier model.
My contribution
I redesigned specification, supplier selection and packaging sourcing and developed an adjacent CNC-based product concept.
Outcome
Unit cost reduced from approximately €2.00 to €0.30, creating recurring material six-figure savings.
Read the case study

Complex programme control

2022–2025

Sub-project lead · major infrastructure programme

Assignment and outcome
Situation
Make a complex programme with many stakeholders, companies and technical interfaces manageable.
My contribution
I established roles, cadence, decision paths and dependable cooperation across organisational boundaries.
Outcome
Operating control for four external companies, around 60 people and an environment of approximately 21,000 stakeholders.
Read the case study

06

My first 30 days

What is clarified and started in the first 30 days.

The first weeks are not for self-promotion. They create a dependable situation picture, clear decisions and a working rhythm that fits the business.

Days 1–5

Listen & clarify

Conversations with owners, leadership, sales, key people and selected customers create a dependable situation picture.

Days 6–15

Decide & focus

I prioritise the central enterprise constraint, opportunities, risks and leadership decisions, test market and action options in parallel and stop activity that has insufficient impact.

Days 16–30

Execute & embed

I launch concrete commercial and operational actions, establish a clear leadership and execution cadence and make knowledge reusable.

See my 30-day approach

07

Executive experience

PFM is the current brand. The experience did not begin today.

It grew through employed roles, consulting, building an operating company and operational responsibility in technically complex B2B environments.

View career history

PFM Interim Management

Managing Partner · Interim Executive

Operational leadership, commercial performance and transformation for medium-sized companies and complex technical B2B environments.

Own company build

Founder & Managing Director

Built a critical-infrastructure services company from zero to 28 employees, including sales, organisation, leadership and delivery management.

EY

Business Development & Transformation

Client-side work across new markets, international sales, technical project business, e-commerce and commercial-data transformation.

GC Group

E-business & digital sales processes

Development and scaling of digital sales and procurement processes in technical wholesale.

09

Direct contact

Let us discuss confidentially which form of responsibility will move your business forward now.

Book an initial consultation paul@paul-mendel.de +49 160 9954 2826

Germany · internationally mobile

Assignment start by agreement