Peter

Peter

  • Expert in plan­ning, finance and corpo­rate organisation
  • Free­lance stra­tegy and imple­men­ta­tion consul­tant for SMEs for 15 years, with 60 clients advised on projects for medium-sized enterprises
  • Imple­men­ta­tion expe­ri­ence at various top-manage­ment posi­tions in indu­stry and services

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Typical star­ting point of client

  • The owner-operated, tradi­tional company has been in the market for many years and has firmly esta­blished itself with its products and services.
  • Inter­na­tio­na­li­sa­tion and specia­li­sa­tion combined with new produc­tion methods, skill shor­tage and price warfare are placing increa­sing pres­sure on margins and management
  • Manage­ment is afraid to make the necessary direc­tional deci­sions, the employees are not well-orga­nized and their tasks are not struc­tured enough to imple­ment urgent changes

Inno­va­tive approach

  • Create awareness of the added value of external support in busi­ness and gain trust and convic­tion of entrepreneurs 
    • Exten­sive personal and indi­vi­dual intro­duc­tion of the consul­tant (by post)
    • Inten­sive and trusting discus­sion of consul­tant role, approach and main appli­ca­tion at no costs for the poten­tial client (by phone)
  • Company-Quick-Checks for the iden­ti­fi­ca­tion and docu­men­ta­tion of the most
    important fields of action within a maximum of 14 days
  • Conti­nuous close and prag­matic cooperation 
    • Problem analysis and defi­ni­tion of opti­mi­sa­tion goals toge­ther with the management
    • 3-5 inten­sive work­shops with the most important experts to deter­mine imple­men­ta­tion steps; opti­mi­sa­tion of the plan­ning process, fine adjust­ment of the order proces­sing, and upda­ting of the basis for calculation
    • Imme­diate imple­men­ta­tion of the defined measures in joint teams of internal and external staff
  • Concen­trate respon­si­bi­li­ties and employees on clearly defined departments
  • Deve­lop­ment of a manage­ment cockpit for leadership to conti­nuously monitor the critical success factors of the company

Typical effect/result

  • More trans­pa­rent and consi­stent commu­ni­ca­tion leads to improved nego­tia­tion processes and cost reduc­tions in purchasing
  • Procu­re­ment processes were acce­le­rated by 25% on average and a long-term reduc­tion of other costs by more than 15% was achieved through planned finan­cial communication
  • Credit rating was improved by up to one to two classes through syste­ma­tized finan­cial commu­ni­ca­tion and the required corpo­rate finance was secured
  • Clear depart­ment struc­ture and goals increased employee moti­va­tion significantly
Peter

Peter

  • Expert in plan­ning, finance and corpo­rate organisation
  • Free­lance stra­tegy and imple­men­ta­tion consul­tant for SMEs for 15 years, with 60 clients advised on projects for medium-sized enterprises
  • Imple­men­ta­tion expe­ri­ence at various top-manage­ment posi­tions in indu­stry and services

Want to get to know Peter?

Get in contact