Growth and order intake are below potential
Technically strong services are not positioned clearly, opportunities are not prioritised consistently or customer access is underdeveloped.
Interim management · technical B2B
Interim leadership for growth, performance and transformation.
I take operational responsibility at short notice when growth, performance or execution no longer generate enough momentum. Sales and market remain the strongest entry point; the mandate addresses the enterprise constraint behind them.
Typical situations
Where my profile is an especially strong fit.
Difficult situations do not all require the same kind of leadership. These four are my core field.
A managing director or sales role is suddenly vacant
The business needs immediate decision-making capacity, leadership and a dependable transition to the permanent appointment.
Transformation has been agreed but has not reached operations
Projects are running, but roles, communication, culture and daily leadership are not yet moving in the same direction.
Engineering, sales, procurement, production and delivery are misaligned
Customer promises, capabilities, resources and financial impact are not connected through one shared performance logic.
Interim Managing Director, Interim CSO or Transformation Lead
The situation determines the right level of responsibility.
I do not take the largest title. I take the responsibility required to make the problem solvable.
Interim Managing Director
I take managing-director responsibility when sales, operations, leadership and financial impact must be decided together, or when an executive vacancy needs immediate cover.
Interim CSO / Sales Director
I lead sales and market development when executive leadership is in place but order intake, pipeline, positioning and customer access need to be reset.
Transformation Lead
I lead change across sales, engineering and operations when there is no line vacancy but implementation lacks one accountable operator.
Core mandate
Operational responsibility, not advice from a distance.
Leadership & stability
I create a dependable situation picture, clarify ownership and establish a reliable decision and leadership cadence.
Commercial performance & market
I focus target customers, test propositions, pipeline and pricing logic, open market access and translate technical strength into concrete next steps.
Change & culture
I make the why understandable, involve key people and embed new ways of working in roles, routines and observable behaviour.
Numbers & execution
I lead with P&L, margin, cash, risk and delivery capacity in view. Numbers are part of the decision, not the only narrative.
Clear boundary
I am not an insolvency practitioner, and I do not pretend to be one.
Where insolvency law, forensic finance or a specialist financial restructuring is the centre of the mandate, the team needs the appropriate CRO, lawyer or finance expert. I own the commercial reorientation, operational stabilisation and culturally effective change – with the numbers firmly in view and the right specialists in the right place.
The first 30 days
Fast enough to create impact. Careful enough for sound decisions.
Understand
I speak with owners, leaders, sales, key people, selected customers and relevant operating interfaces and condense market, numbers, projects and culture into a testable situation picture.
Focus
I prioritise the central enterprise constraint, opportunities, risks and leadership decisions, clarify roles and set an executable 90-day direction.
Move
I launch concrete commercial and operational actions, establish cadence and scorecard and make progress visible.
Selected impact
Results that match the core mandate.
Mandate decision
A short fit check saves time on both sides.
Strong fit
- Technical B2B with complex propositions
- Operational general management or commercial responsibility
- Market, business performance and organisation need to move together
- Owners and leaders genuinely intend to implement decisions
Probably not a fit
- Pure insolvency administration or exclusively financial restructuring
- A report without operational responsibility
- An AI pilot without a business use case
- A mandate where change is meant to be communicated but not decided
Frequent questions before the first conversation
What does an Interim Managing Director for growth and transformation take responsibility for?
I take temporary enterprise or commercial responsibility and connect market, sales, performance, organisation and execution through one leadership system. P&L, margin, cash, pipeline, risk and delivery capacity belong in the same situation picture. The objective is measurable impact and an operating structure that continues after handover.
When does a business need an Interim Managing Director rather than an Interim CSO?
An Interim Managing Director is right when sales, operations, leadership and financial impact must be decided together, or when a managing-director vacancy needs immediate cover. An Interim CSO fits when general management is in place and order intake, pipeline, positioning and customer access need to be reset.
Which issues commonly sit behind stalled order intake?
The problem is often not a lack of sales activity. The constraint may be unclear positioning, pricing logic, priorities or slow decisions. Breaks between sales, engineering, procurement, production and delivery are equally critical. I therefore treat order intake as an enterprise outcome, not an isolated sales metric.
Which businesses and situations are the strongest fit?
My focus is technical B2B across industry, energy, infrastructure, technical distribution and adjacent complex markets. I am especially relevant when growth has stalled, a leadership role needs immediate cover or an agreed transformation is not reaching operational execution.
What does AI-enabled leadership mean in practice?
I use AI to analyse information faster, strengthen decision support, control actions and accelerate recurring workflows. Judgement, leadership and accountability remain mine. The working methods, structures and usable knowledge developed during the mandate remain with the business after handover.
What happens in the first 30 days of a mandate?
The first days create a testable situation picture from conversations, numbers, market evidence and operating interfaces. I then prioritise the central constraint, opportunities, risks and leadership decisions. By day 30, initial commercial and operational actions, a clear execution cadence and a dependable 90-day plan are in place.