In this project, capacity bottlenecks in the planning and implementation of an EPC project for a battery factory needed to be eliminated. The role of the interim manager was to support the project team as an expert in building automation in all stages of the project. The requirements applying to the candidate included in-depth expertise in the planning and monitoring of clean and dry rooms. Furthermore, a regular presence in the office containers at the project site was required.

The manager of a tier 1 automotive supplier decided to relocate the production of interior vehicle components to a best-cost location. The task assignment for the interim manager was to bring the quality of the BCL production up to series capability and to demonstrate process reliability to the OEM for the manufactured subassemblies. It was crucial for the interim manager providing this support to have expertise in the industrialisation of complex subassemblies with plastic, metal and electronic system components. In addition, a professional persona in the customer area was considered important, both for the communication between the sending and receiving plant during the transfer of production and in the role of the main contact for the OEM.

The owner of a small, medium-sized company in the plant engineering sector commissioned his CTO to upgrade the company’s technical processes. The interim manager’s task was to work with the CTO to set up a CAD environment based on SolidWorks and to implement the SolidWorks PDM system “PDM Professional”. He was also in charge of the step-by-step migration of relevant inventory data. When selecting the interim manager, it was crucial for the candidate to have extensive experience in the implementation of PDM Professional in a similar environment in order to meet the specific requirements in terms of cost and complexity of the PDM system at a small, traditional plant engineering company.

The technical management of the business unit at a tier 1 automotive supplier was faced with the task of taking over at the helm of the division to manage the carve-out from the DAX parent company to a private medium-sized equity-managed company. A key step in this process was to drive ECU development, which had been independently established previously as a corporate function. This was to be done in co-operation with an external supplier who was to carry out both the development and production of the ECU hardware. The task of the interim manager was to assume responsibility for and further develop the customer interface to the ECU supplier. When selecting the interim manager, it was crucial for the managing director to find a candidate who had both in-depth expertise in hardware development for ECUs and experience in the field of organisational development in order to lend a calm and steady hand to the technical projects despite the turbulent environment of the carve-out.