Managerprofile: Arne Wölper

Arne Wölper

Knowledgeable - Focused - Pragmatic

from 01.06.2024
Interim Manager since: 10/2013
Update: 28.11.2023

Contact data

Selbstständig, Pinneberg

Jappopweg, 9b
D-25421 Pinneberg

rq.frretrq06RREUG@JN
www.THREE60degrees.de

Telefon Mobile: +49 174 8221171
Telefon Private: +49 4101 5388359

Short profile

Intro

THREE60° Arne Wölper = operative implementation of transformations in the maritime industry, plant engineering, tourism/cruise.

Knowledgeable - Based on many years of management experience: A 360° view of your company.

Direct - Transformations from top management level to operational level: always directly with you and your employees.

Pragmatic - Sustainable implementation is decided in practice: pragmatic solutions implemented quickly are the best way.

Experience overview

Over 25 years Managing Director, Vice President, Business Unit Manager
Extensive experience in change: Organisational development, M&A, PMI
Pragmatic change, basing on experience as well as proven theories
Branches: maritime industry & shipping, engineering/construction, high sophisticated techn

Tasks

Business Development
Management
Project Management
Building a Company / Business
Cost Reduction

Maritime Industrie, Schifffahrt, Hafenumschlag, hochwertiger technischer Industrieservice

Functions

Management / General Management / Board
Operations
Organization

Role in the company

1st Level / Executive Board / Management
2nd Level / Division Management / Department Management
Projekt Manager (Leitung)

Industry experience

Plant Engineering
Transportation & Logistics
Mechanical Engineering
Hotel, Tourism, Events

Maritime Industrie, Schifffahrt, Hafenumschlag, hochwertiger technischer Industrieservice

Type of company

Owner-managed / Family Business
Medium-sized Enterprise
Authorities
Corporation / Group

Regions (Regions where you have proven experience)

Brazil
China
France
Germany
Italy
Poland
Singapore
USA

Languages

German (Mother tongue)
English (Business fluent)
French (Basic knowledge)

Special certificates and awards

2022: DDIM.projekt//2022 Interim Management Excellence

Special skills

Agiles Projektmanagement
Change Management
Unternehmensführung
Menschenführung
Business Development
Merger, PMI
Green Field Projekte

IM projects (self employed)

07/2023 - Today Duration: 18 months

Planning of wind farms for self-supply at several locations until they are ready for realisation
EUROGATE GmbH & Co. KGaA

Company description

Logistikkonzern

City / place: Bremen, Deutschland

Initial situation at the client
Der Konzern entschied im Rahmen seiner Nachhaltigkeitsstrategie die deutschen Standorte mittels Windkraftanlagen mit Energie zu versorgen. Dazu sollten drei Windparks mit ca. sieben Anlagen konzipiert und geplant werden.

Area of responsibility (sales and employees)
Project management and realisation in close cooperation with all stakeholders and an engineering firm.

Mission

Conceptual design, optimisation and planning of wind farms up to the decision-making stage

Measures taken

... running project

Achieved Achievements

... running projekt

07/2023 - Today Duration: 18 months

Preparation and monitoring of negotiations with the City of Hamburg regarding the terminal expansion
EUROGATE GmbH & Co. KGaA

Company description

Logistikgruppe

City / place: Hamburg, Deutschland

Initial situation at the client
Auf Basis der Ergebnisse des Vorprojektes wurden die Verhandlungen mit der Stadt Hamburg in die Wege geleitet.

Area of responsibility (sales and employees)
Support for the Group Management Board

Mission

Further development and evaluation of alternatives
Legal examination of the procedural options
Management of the specialised working groups

Measures taken

... running project

Achieved Achievements

... running project

01/2023 - 06/2023 Duration: 6 months

Development of strategic expansion options for an automated container terminal
EUROGATE Container Terminal Hamburg GmbH

Company description

Hafenumschlagsunternehmen

City / place: Hamburg, Deutschland

Initial situation at the client
Für den Standort Hamburg stellte die Stadt Hamburg die sogenannte Westerweiterung, eine ca. 40 ha große Fläche mit ca. 1.000 m möglicher neuer Kaimauer, für eine Expansion zur Verfügung. Die Hafen-spezifische Nutzung sicherte die Stadt Hamburg durch einen rechtskräftiger Planfeststellungsbeschluss ab. Auf dieser Basis eine Terminalausbaukonzept entwickelt werden.

Area of responsibility (sales and employees)
Management of the interdisciplinary project team

Mission

Development of expansion concepts for decision-making by the Group Management Board

Measures taken

The fields of action were identified
Development of various operational expansion concepts
Preliminary examination of the structural, political and legal options
Derivation of a business plan at a strategic level
Development of a medium-term project plan

Achieved Achievements

The Group management was presented with several well-founded strategic options for action that could be embedded in a Europe-wide Group strategy.
The need to quickly involve external stakeholders as the basis for further planning became very clear. The group management received a feasible concept and a basis for argumentation for further action.
The convincing results were integrated into the cross-location terminal planning.

Special challenges

Due to other company optimisation projects, the key people in the company were extremely involved. Despite this, it was possible to forge a team of the various key personnel and external partners within a short space of time and quickly analyse the current situation.

06/2021 - 09/2022 Duration: 16 months

Development of strategic expansion options for an automated container terminal
HHLA PLT Italy Srl

Company description

Hafenumschlagsunternehmen

Number of employees in company: 120

City / place: Trieste, Italien

Initial situation at the client
Ein, vom Konzern HHLA gerade übernommener Mehrzweckterminal sollte zu einem großen, modernen und klimaneutralen Containerterminal transformiert werden.

Area of responsibility (sales and employees)
Management of the entire project team for the terminal expansion

Mission

Bring the project to decision-making maturity for the supervisory board in the shortest time possible

Measures taken

Analysis of basic data and information on site
In online workshops, the project team developed and analysed solution variants for numerous problems.
In addition, the project team included the innovative "Boxbay" high-bay storage system for containers as a third alternative in the evaluation.
In the second step, the team optimised all three alternatives in several cycles from an operational, structural and commercial perspectives.

Achieved Achievements

The concept of the most modern, climate-neutral container terminal was created in record time to the client's utmost satisfaction.
A project team for the continuation was implemented.
The services were awarded the DDIM.projekt//2022 Interim Management Excellence Prize.

Special challenges

A new, very medium-sized subsidiary, almost a start-up, had to be developed in a corporate environment.
German and Italian mentalities had to be brought together in an international project team.

03/2021 - 04/2021 Duration: 2 months

Asset valuation incl. market analysis and recommendation for action in critical company situation
Wirtschaftsprüfungsgesellschaft / Finanzier - vertraulich / confidential

Company description

Wirtschaftsprüfungsgesellschaft / Finanzier

City / place: Deutschland, remote

Initial situation at the client
Einer namhaften Werft drohte in die Insolvenz. Der Finanzier eines dort im Bau befindlichen Kreuzfahrtschiffes suchte Wege zur Sicherung seines Investments.

Area of responsibility (sales and employees)
Development of a restructuring concept in cooperation with the auditing company

Mission

Asset valuation incl. market analysis and recommendation for action in a critical company situation

Measures taken

Analysis and evaluation of the production status
Analysis of the relevant cruise market
Analysis of the potential customer market
Elaboration of utilisation possibilities
Elaboration of corresponding business plans

Achieved Achievements

Valuation of the "cruise ship" asset in terms of recoverability
Development of a strategy and recommendation for action for the client

Special challenges

Das Management der Werft war nicht auskunftswillig und präsentierte wenn, dann nicht sachgerechte Daten.

11/2020 - 12/2020 Duration: 2 months

Digitalisation / introduction of a C19 tracing application on board
Aprile Consulting

Company description

Software Entwickler

City / place: Deutschland

Initial situation at the client
Das Unternehmen plante eine Tracing-Applikation in den Kreuzfahrtmarkt zu übertragen, kannte den Markt jedoch nicht.

Mission

Development of an implementation concept

Measures taken

Analyses of all relevant processes
Specification of the new functions
Project planning
Approaching potential partners for a pilot project

Achieved Achievements

The software house was able to submit a concrete offer to a cruise company

Special challenges

The cruise company withdrew from the offer phase as the parent company developed its own programme

09/2019 - 03/2020 Duration: 7 months

Building a cruise line from scratch
vertraulich

Company description

Kreuzfahrtgesellschaft im Aufbau

City / place: Deutschland

Initial situation at the client
Der Gesellschafter plante mit einem innovativen Kreuzfahrtkonzept in den Markt einzutreten.

Area of responsibility (sales and employees)
Overall responsibility for the project

Mission

Establishment of a cruise company, possibly with joint venture partners

Measures taken

Development of the product including market analyses and concept design
Preparation of detailed business plans
Realisation of a shipyard enquiry (qualification for tender)

Achieved Achievements

Convincing overall concept developed
Joint venture partner found

Special challenges

The Covid pandemic put an end to the project shortly before the joint venture agreements were signed

12/2019 - 01/2020 Duration: 2 months

Optimisation of production processes and risk analysis at a shipyard in Holland
Lean Maritime GmbH

Company description

Unternehmensberatung / Werft

City / place: Niederlande

Initial situation at the client
Der Auftraggeber, eine Werft, wollte in den Kreuzfahrtmarkt eintreten. Dazu sollte eine Fertigungsstrategie nach Lean Management Prinzipien entwickelt werden.

Area of responsibility (sales and employees)
member of project team

Mission

Development of the strategy for section assembly

Measures taken

Analysing the production possibilities on site
Development of a strategy with the employees of the shipyard
Derivation of a production schedule from order to delivery

Achieved Achievements

The customer had a clear production strategy and certainty in the event of an order. Gross errors when concluding a contract could thus be avoided.

04/2019 - 08/2019 Duration: 5 months

Optimisation of production processes at a shipyard in Spain
Lean Maritime GmbH / Hijos de J. Barreras

Company description

Mittelständische Werft in Spanien

City / place: Spanien

Initial situation at the client
Der Bau eines Kreuzfahrtschiffes war bereits mehrere Monate verzögert. Der Werft drohten erhebliche Verzugsstrafen.

Area of responsibility (sales and employees)
- Senior Advisor bei Hijos de J. Barreras

Mission

Improvement of shipbuilding production processes
Implementation of Lean Management principles / Takt Planning and Control

Measures taken

Analysis of the status quo
Reorganisation of the production planning process
Introduction of daily/weekly process control in the workshops and on the ship, including corrective measures in the event of delays
Restructuring of the design process

Achieved Achievements

Process control regained
Production processes significantly accelerated and distortion largely made up for

Special challenges

Disputes between the shipyard and the client led to conflicts with the building inspectorate, which had to be resolved

09/2018 - 03/2019 Duration: 7 months

Restructuring the procurement of ships and focusing the organisation on growth
A-ROSA Flusskreuzfahrten

Company description

Flusskreuzfahrtgesellschaft

City / place: Deutschland

Initial situation at the client
Nach intensiver, erfolgreicher Konsolidierungsphase und Gesellschafterwechsel richtete die Geschäftsführung das Unternehmen in allen Bereichen auf Wachstum aus. In dieser Phase verließ die Leitung des nautisch-technischen Bereiches das Unternehmen. Die strategisch wichtige Beschaffung eines innovativen Schiffstyps war nahezu zum Stillstand gekommen.

Area of responsibility (sales and employees)
Management of the nautical-technical department
Management of the new building department

Mission

The strategically important procurement of the new ship type had to be carried out quickly enough to ensure that it could be commissioned at the beginning of 2021.
Personnel capacities were to be increased as quickly as possible and the areas of new construction and operations were to be organisationally separated.
The structures were to be geared towards growth and optimisation of commercial operations.

Measures taken

The procurement process for the new ship was completely restructured.
The processes were restructured.
A new cost planning and control system was set up.
The successors were recruited.

Achieved Achievements

The procurement process for the new ship was completed after only around 100 days.
Significant cash-in and free capacity created
The client regained planning security and reduced costs
The client saved considerable recruitment costs

Special challenges

AROSA launched by far the most innovative river cruise ship in the world. The investment costs have been significantly reduced compared to the original offerings.

04/2016 - 06/2017 Duration: 15 months

Implementation of fleet consolidation, development of customer-service provider relationships, contract negotiations
Hamburg Port Authority AöR

Company description

Hafenbehörde

City / place: Deutschland

Initial situation at the client
Die Schiffe der Hansestadt Hamburg (Hafenbehörde, Feuerwehr, Polizei, ...) sollten in einem neuen Unternehmen zusammengefasst und bewirtschaftet werden. In diesem Zuge sollten die anstehenden Neubeschaffungen optimiert werden.

Area of responsibility (sales and employees)
Management of the project in close co-operation with the management, employees, representatives of the police, fire brigade and other authorities

Mission

Realisation of the concept developed in the preliminary project

Measures taken

Development of an appropriate controll system
Conceptualisation and negotiation of the new contract system with all stakeholders
Supporting the reorganisation of the newly founded GmbH Flotte Hamburg

Achieved Achievements

Successful establishment of Flotte Hamburg GmbH
New customers are extremely satisfied with the new fleet management services
Financing of the new ships made possible

Special challenges

All authorities had to be familiarised with the completely new business model.

03/2015 - 12/2015 Duration: 10 months

Conception of fleet consolidation incl. organisational and cost analysis, stakeholder management
Hamburg Port Authority AöR

Company description

Hafenbehörde

City / place: Deutschland

Initial situation at the client
Die Hansestadt Hamburg wollte das Management der verschiedenen Stadt eigenen Schiffe zur Effizienzsteigerung und Vereinfachung der Finanzierung von Neubauten zusammenlegen

Area of responsibility (sales and employees)
Project management in close cooperation with the management

Mission

Conceptualisation of a completely new business model
Creating the necessary acceptance among all stakeholders

Measures taken

Analysis of the demand situation, deployments and costs of the ships
SWOT analysis of existing organisations
Active stakeholder management at all levels
Conceptualisation of the new customer-service provider relationships with all affected parties
Preparation of the Senate proposals

Achieved Achievements

Practical concept for implementation developed
Acceptance achieved among all stakeholders
Senate of the federal state decided on implementation

06/2014 - 08/2016 Duration: 27 months

Acceleration of the post-merger integration phase in the field of ship management
Ahrenkiel Ship Management

Company description

Ship Management Betrieb in PMI-Phase

City / place: Deutschand

Initial situation at the client
Aufgrund wirtschaftlicher Faktoren in der Schifffahrtskrise fusionierte mehrere Reedereien. Die Verantwortlichen initiierten die Fusion zunächst erfolgreich. Doch in der Post-Merger-Integrationsphase liefen die Maßnahmen auf Grund – und dies, obwohl das Projekt gewissenhaft aufgesetzt wurde. Da die Banken schnelle Ergebnisse sehen wollten, geriet die Geschäftsführung zunehmend unter Druck.

Area of responsibility (sales and employees)
Coach of the top management

Achieved Achievements

The change process have been be accelerated and successfully implemented. Almost all resistance was resolved and the employees were brought on board.
The management was relieved and was able to focus on other tasks.
The banks were satisfied and took the pressure off.
The return on investment was extraordinary

01/2014 - 05/2016 Duration: 29 months

Development and establishment of a more environmentally friendly energy supply in five European harbours
AIDA Cruises

Company description

Führendes Kreuzfahrtunternehmen im DACH-Bereich

City / place: Deutschland,England,Frankreich,Belgien,Niederl.

Initial situation at the client
AIDA Cruises wollte den Hafenaufenthalt deutlich nachhaltiger gestallten. Zum Projektstart gab es weltweit keine nachhaltige Energieversorgung für Kreuzfahrtschiffe in Häfen.

Area of responsibility (sales and employees)
Project management from concept development to implementation

Mission

Conceptualisation and implementation of a new type of more sustainable energy supply in coordination with all internal departments and port authorities in five European countries.

Measures taken

Market evaluation
Technical conceptualisation with engineering offices and employees, including safety and logistics concepts
Preparation of business plans
Coordination with all authorities at home and abroad
Support in negotiations with energy suppliers
Supervision during implementation

Achieved Achievements

World's first LNG supply for cruise ships developed and built in five European countries
The customer strengthened its pioneering role as the most environmentally friendly cruise company
The project developed as a pioneer for further, larger LNG projects

Special challenges

The German authorities in particular proved to be unwilling and ignorant of the latest technology and security concept. They were brought on board and integrated as part of the stakeholder management process.

Work history (permanent employment)

06/2010 - 12/2013 Duration: 43 months

Vice President Marine / Technical Operation, Designated Person Ashore, Interim Director HESS by AIDA Cruises
AIDA Cruises

City / place: Deutschland (weltweit)

Remarks
Responsible for Fleet Management incl. Safety, Technical Operations, Security, Health & Medical, Energy & Environment
Key achievements: sustainable development of departments mentioned above in a phase of extreme growth

11/2004 - 01/2009 Duration: 51 months

Managing Director (Member of Board of Directors of JV in Singapore) by LINTEC GmbH & Co KG (Plant engineering & construction company serving the civil construction industry)
LINTEC GmbH & Co KG (Anlagenbau in Bauindustrie)

City / place: Deutschland (Polen, China, Singapur, Frankreich)

Remarks
Masterminded and led the comprehensive restructuring of the company to accomplish turnaround, increasing turnover by > 250% and realizing shift from only losses to best profit ever achieved:
- Restructured an Asian joint venture including built up production in China
- Implemented pre and post project calculation
- Introduced systematic sales forecasts and adjusted sales activities and production accordingly
- Restructured procurement activities, especially in Poland and China
- Developed several new plants and products
- Managed the closure of a subsidiary

09/1999 - 09/2004 Duration: 61 months

Managing Director by EUROGATE Technical Services GmbH (high sofisticated technical service)
EUROGATE Technical Services GmbH (hochwertige, technische Dienstleistungen)

City / place: Deutschland (Italien, Brasilien)

Remarks
Key Achievements:
- Architected merger (BLG and Eurokai) of all technical service companies / group departments including spin-off of the Technical Division of EUROKAI Container Terminal KGaA
- Led several development and organizational restructuring projects to successful completion
- Managed major international and local port development projects
- Pushed the development of highly sophisticated technical services
- Conducted negotiations of new labor tariffs and labor schemes, i.e. shift systems
- Drove the re-customization and implementation of the ERP system SAP R3

07/1990 - 12/1999 Duration: 114 months

Director Technical Division by EUROKAI Container Terminal KGaA
EUROKAI Container Terminal KGaA

City / place: Deutschland (Italien, Brasilien)

Remarks
Key Achievements:
- Managed major international and local port development projects
- Executed projects focused on development and organizational restructuring
- Designed and implemented training programs to promote employee development
- Led negotiations with in-house labor representatives and steered cooperation with unions
- Developed highly sophisticated technical services
- Implemented a controlling function based on KPIs
- Conducted analyses and due diligence of international and local port companies

04/1989 - 06/1990 Duration: 15 months

Research Engineer by Technical University of Hamburg-Harburg, Institute for Offshore Industry
Technische Universität Hamburg-Harburg