Welcome on the DDIM-Website of Dr. Stefan Popp
Dr.
Stefan Popp
Interim executive for crisis, change and special situations
Professional with passion and leadership
Contact data
PSC Dr. Popp Sperl & Cie. Unternehmensberatung | Interim Management, München
- Telefon Mobile
- +491709157530
Social networks
Personal data
- Date of birth
- 05.09.1955 (Age:69)
Short profile
- Executive Interim manager since 2005
- Focus on management in crisis, change and other special situations
- Restructuring, reorientation, change management, growth and efficiency improvement
- Moving and motivating people with leadership and passion
- Since 25 years in leading management positions national and international
- CEO, CSO, CMO, Vice President - Supervisory and Advisory Board member
- General Management, sales and marketing international, brand and product management
- Interim management and consulting projects since 2005
- Consumer goods, durables, machinery a.o. industries
- Medium-sized companies, corporate groups, family-owned companies, private equity, joint ventures
- Management
- Turnaround
- Restructuring / Reorganization, close to insolvency
- Change Management
- Consulting
- Management / General Management / Board
- Sales
- Marketing
- 1st Level / Executive Board / Management
- Supervisory Board / Advisory Board / Board of Directors
- Consultant, Advisor
- Coach
- Electrical Engineering / Electronics
- Wood / Furniture Industry
- Mechanical Engineering
- Chemistry
- Gesundheitswesen
- Medium-sized Enterprise
- Owner-managed / Family Business
- Corporation / Group
- Europe (EU)
- Europe (not EU)
- China
- India
- Turkey
- German (Mother tongue)
- English (Business fluent)
- Interkulturelle Kompetenz
- analytisch-konzeptionell
- Konfliktmanagement zwischen Stakeholdern
- Verhandlungsgeschick mit Arbeitnehmervertretungen
IM projects (self employed)
PSC Dr. Popp Sperl & Cie. Unternehmensberatung | Interim Management
Acquisition and support of interim management and consulting projects. Development and implementation of target-oriented strategies and action plans. Management coaching, stakeholder management.
- City / place
- München
- Internet
- www.popp-sperl.com
Executive Interim Management und Unternehmensberatung
berbel Ablufttechnik GmbH
Premium manufacturer of extractor hoods and hobs for kitchens
- Company turnover in Mio $
- 60 Mio USD
- Number of employees in company
- 260
- City / place
- Rheine
- Internet
- https://www.berbel.de
Das Unternehmen hatte sich in vorangegangenen Jahren gut entwickelt und den Umsatz stetig gesteigert. Der weit überwiegende Anteil des Umsatzes wird in Deutschland erzielt. Um das Wachstum auch für die Zukunft abzusichern, will das Unternehmen gezielt in andere europäische Märkte expandieren. Der Auftraggeber (Geschäftsführung) suchte Unterstützung durch einen erfahrenen Branchenkenner bei der Analyse und Priorisierung der Märkte und für das Projektmanagement Internationalisierungsstrategie.
- Selection and prioritization of possible export markets for the further internationalization strategy together with the management
- Project organization and project management together with the management
- Detailed market analyzes based on GfK data (market volumes, price and product segments, competitive situation, sales channels, etc.)
- Setting objectives and time frames, defining sub-projects, responsibilities and schedules
- Organization of expert discussions
- Planning and conducting of regular project team meetings and follow-ups
Zimmermann Sanitäts- und Orthopädiehaus GmbH
Medium-sized company for medical supplies, orthopedic technology, home care and rehabilitation technology
- Number of employees in company
- 350
- City / place
- Straubing
- Internet
- https://www.zimmermann-vital.de
Bei dem bisher erfolgreiche Unternehmen drohte aufgrund eines zeitweisen Rückzugs des Inhabers aus dem operativen Management eine Verschlechterung der Geschäftsentwicklung. Die vier Mitglieder der Geschäftsleitung konnten die "Management-Lücke" nicht entsprechend füllen. Der Inhaber suchte vor diesem Hintergrund Unterstützung durch einen erfahrenen Manager, um in Einzelgesprächen und mit dem Team der Geschäftsleitung die Ursachen zu analysieren und Maßnahmen zu entwickeln.
- Listening and understanding the initial situation
- Understanding the corporate and leadership culture
- Analysis of the management organization and evaluation, if necessary suggestions for changes
- Management coaching in individual and group discussions
- Assessment of the current management organization
- Attendance in management workshops
KP&P PartGmbH
Tax and law firm
- Number of employees in company
- 15
- City / place
- München
- Internet
- https://www.kisslinger-popp.de/
Organisatorische, Strategie- und Führungsdefizite, Konflikte zwischen den Partnern
- Moderation and mediation of partner conflicts
- Program of measures to improve employee management
- Discussion of strategy alternatives for further growth
- Coaching conversations
- Agreement on binding management processes in individual measures
- Further development of the management organization
- Resolution of acute and latent partnership conflicts
Vital-Zentrum Glotz GmbH
Medium-sized company for medical supplies, orthopedic technology, medical care, rehabilitation technology
- Company turnover in Mio $
- 25 Mio USD
- Number of employees in company
- 200
- City / place
- Gerlingen
- Internet
- https://www.glotz.de/
Das Unternehmen verzeichnete eine anhaltend negative Ergebnisentwicklung. Auf Druck der beteiligten Banken wurde eine Unternehmensberatung mit einem Sanierungsgutachten beauftragt. Auf Basis des Gutachtens erfolgte die Umsetzung eines Maßnahmenprogramms zunächst in Eigenregie der Beratung. Da die Maßnahmenumsetzung nur schleppend vorankam und sich keine positive Entwicklung abzeichnete, drängten die Mitglieder des Bankenpools auf die Beauftragung eines sanierungserfahrenen Interim Managers.
- Development and implementation of a reorganization and restructuring program with the aim of restoring profitability and financing ability
- Taking on the role of CRO alongside the existing management (owner-managing director and another managing director)
- Management coaching (management board and second level managers)
- Individual discussions with managers and other employees
- Analysis of the reorganization report and the variety of measures derived (around 100)
- Condensation into 12 core measures with implementation priority
- Operationalization of the core measures in sub-projects (priority level, objectives and metrics, project managers, schedule, etc.)
- Regular team meetings for sub-projects and overall project with the board
- Monthly reporting to bank pool
- Recruitment of a commercial manager
- Sales and earnings effects can be seen relatively quickly through consistent implementation of the defined core measures
- Professional support from the new commercial manager, especially in cost management
- The involvement of an external interim manager is viewed as very positive and helpful by the owners and management board as well as the entire management team and the banks
- The company comes out of the loss zone and can refinance itself
- specific, unfamiliar industry
- complex corporate structure
- In the final phase, personal activity on site was severely restricted due to the Corona conditions
Küppersbusch Hausgeräte GmbH Gelsenkirchen
Küppersbusch is a traditional household appliance company in the premium segment with nearly 150 years of history in the Ruhr area, which has been part of the Spanish-German Teka Group since 1999.
- Company turnover in Mio $
- 35 Mio USD
- Number of employees in company
- 170
- City / place
- Gelsenkirchen
- Internet
- https://www.home-kueppersbusch.com
Küppersbusch sollte der Teka-Gruppe als Premiummarke in Deutschland und international Zugang zum Top- Küchensegment im Retail und Projektgeschäft verschaffen. Die Umsatz- und operative Ergebnisentwicklung war seit einigen Jahren negativ und hatte das Unternehmen in eine akute, existenzbedrohende Krise geführt. Nach einigen Managementwechseln entschied sich der Gesellschafter, für den Turnaround einen branchen- und restrukturierungserfahrenen Interim Manager als CRO und CEO einzusetzen.
around EUR 35 million in sales and 170 employees; initially employed as CRO and general manager, later CRO and CEO; seven direct reports
- Taking over operational management
- Returning the company to profitability through a program of measures on the cost and sales side
- Realignment of processes
- Cultural change and increased integration and collaboration in the Teka Group
- Review executives
- Reorganization of sales management and field service organization in Germany with clear specialist retail strategy
- New appointment of export manager, development of new international sales potential
- Drastic cost savings, incl. staff reductions with social plan/balancing of interests
- Partial outsourcing customer service organization
- Revitalization and repositioning of the Küppersbusch brand via communication, product and design strategy
- Renewal of complete product range
- Winning back lost dealers and purchasing associations in Germany and stabilizing sales
- Development of new/former foreign markets (UK, F, ES, PL, NL, RUS)
- Development and expansion of project business (Asia)
- Significant improvement in the cost position and earnings situation
- various marketing and product awards for excellent brand management
- intensive collaboration with the departments within the Teka Group
- Risks of restructuring at risk of insolvency, shareholders' lack of familiarity with German insolvency law
- cultural misunderstandings and conflicts in the group
- partly excessive and counterproductive pressure from the shareholders to reduce personnel
- change-resistant mentality in the company
- lack of strategic consistency in the Teka Group regarding the role of Küppersbusch brand
[formula] Müller-Wohlfahrt Health & Fitness AG
The company has ointments and nutritional supplements manufactured according to recipes from the renowned sports doctor Müller-Wohlfahrt and sells them through pharmacies and online.
- Number of employees in company
- 1
- City / place
- München
- Internet
- https://formula-mw.de/
Der Hauptgesellschafter befand sich in gesellschaftsrechtlichen Streitigkeiten mit weiteren Gesellschaftern und dem Vorstand. Er beauftragte eine Anwaltskanzlei mit der Wahrnehmung seiner Interessen und dem Ziel einer gesellschaftsrechtlichen Neustrukturierung. Um Zuge dessen wurde der aktuelle Vorstand abberufen und ein Interim-Vorstand eingesetzt, der in enger Zusammenarbeit mit der Anwaltskanzlei und dem Hauptgesellschafter agiert.
Small business
- Participation in the contentious reorganization of corporate law relationships
- Review and realignment of the business model
- Growth through expansion of sales channels
- Expansion of licensing business and trademark marketing
- Replacement of the previous board
- Participation in the preparation and implementation of shareholder meetings with the lawyers involved
- Analysis of the existing business model and assessment of expansion opportunities
- Development of concepts for a broader marketing approach for the MW name rights, including via a foundation
- Settlement of acute shareholder conflicts
- Stabilization of business
- trusting and efficient cooperation with the law firm involved
- complex corporate law disputes
- highly conflictual disputes between shareholders
Vollmar GmbH
The company produces candles at two German locations, most of them are sold in the private label business through large chain stores with a focus on Germany.
- Company turnover in Mio $
- 50 Mio USD
- Number of employees in company
- 200
- City / place
- Rheinbach
Vollmar gehörte seit einigen Jahren zum Portfolio einer PE-Gesellschaft bzw. Family Office. Die Performance des Unternehmens erfüllte nicht die Erwartungen, war zwar profitabel, verlor jedoch aufgrund von Prozessschwächen zunehmend Umsatz und Kunden. Mit zwei deutschen Standorten war die Kostenposition und Wettbewerbsfähigkeit durch osteuropäische Anbieter bedroht. Die Entscheidung war eine vorzeitige Ablösung des Geschäftsführers durch einen erfahrenen Interim Executive für den Turnaround.
Around EUR 50 million in sales and 200 employees in production, sales, marketing, finance, purchasing and logistics
- Stabilization of the organization after an abrupt change in management
- Customer loyalty and new customer acquisition
- Optimization of planning processes to improve seasonal delivery capability
- Cost reduction and increase of sales
- Improvement of the management culture and cooperation with the shareholder
- Turnaround in sales development
- Significant improvement in delivery capability through process redesign
- Implementation of a new leadership culture
- Transfer of the company into a joint venture with a strategic investor
Caramba Holding GmbH
The holding company with the traditional Caramba brand belongs to Berner Group SE. The subject is r&d, production and international distribution of specialty chemical products.
- Company turnover in Mio $
- 170 Mio USD
- Number of employees in company
- 1200
- City / place
- Duisburg/Künzelsau
- Internet
- https://www.caramba.eu/
Das Unternehmen ist aus zahlreichen Zukäufen der Berner Group in den vergangenen Jahren deutlich gewachsen. Als Dachgesellschaft für das Chemiegeschäft wurde die Caramba Holding GmbH gegründet, zu der drei Produktionsgesellschaften in Deutschland und zahlreiche Vertriebsgesellschaften in Europa gehören. Aufgrund einer anhaltenden Ergebnisverschlechterung und einer mangelhaften Integration der Strukturen sollte die bestehende Holding-Geschäftsführung durch einen Interim CEO/CRO ersetzt werden.
Holding company with around €170 million in sales and 1,200 employees
- Immediate takeover of overall responsibility
- Stabilization of the difficult management organization
- Containing the gradual deterioration in earnings
- Increased integration of the complex group of companies with different customer target groups and locations
- Reorganization of the cost-intensive holding structure
- Creation of growth potential by developing new business areas
- Development of strategic scenarios for the long-term direction of the chemical business area
- Fast presence and discussions at all relevant locations
- Definition of key projects in sales, marketing, HR, organization and business development
- Introduction of regular management meetings at the three main locations with performance reviews and reporting of the focus projects
- Regular reporting to shareholder Berner Group
- Clarification of the task and competence structure in the holding company
- consistent cost reduction in the holding company
- Simplification of the organizational double structures
- Refocusing the various customer target groups in the product and sales strategy
- Cautious withdrawal from the broad retail consumer business with the Caramba brand
- Successful cost reduction with break-even of significant losses amounting to millions within one year
- Presentation of decision-making scenarios for the further strategic direction of the business area
- special industry
- broad competency requirements
- complex corporate structures
FOKUS Sprachen & Seminare
Education company with franchise partners at 15 locations. The business includes language courses, language tests, seminars and intercultural training for corporate and private customers.
- City / place
- München
- Internet
- https://fokussprachen.com/
Das inhabergeführte Unternehmen bestand seit Jahrzehnten erfolgreich am Markt und hatte über ein Franchisesystem überregional expandiert. Aufgrund von Managementschwächen und organisatorischen Mängeln geriet das Unternehmen zunehmend in eine akute Liquiditätskrise und verlor wichtige Kunden.
few permanent employees, mainly freelance employees
- Overcoming the acute liquidity crisis
- Support in setting up and expanding systematic controlling and reporting
- Professionalization of human resources management
- Stabilization of the franchise system and support of franchise partners
- Consistent creditor and debtor management
- Cost savings and negotiation of debt waivers to solve the acute liquidity crisis
- Accompaniment and support of the finance and controlling function
- Supporting franchise partners in non-technical, organizational management areas
- Acquisition of new franchise partners
- Preparation and participation in the customer acquisition of business customers
- Overcoming the acute liquidity crisis
- significant cost reductions
- Professionalization of corporate management
- Stabilization and expansion of the franchise system and customer base
- specific industry
- Managing a franchise system
WMF AG
WMF is a traditional company with a wide range of household and kitchen products and electrical appliances for private and professional use.
- City / place
- Geislingen
- Internet
- https://www.wmf.com/
Als Senior Advisor einer großen Management Consulting Firma konnte im Rahmen einer Kunden- und Projektakquise WMF als Auftraggeber von Strategieprojekten gewonnen werden.
Management consulting and project management
- Customer and project acquisition
- Management consulting
- Conception, management and technical support of consulting projects on the topics: International market development, market entry strategy for new products, corporate mission statement, brand strategy
- Project management
- Workshops
FRESHTEX GmbH
The company provides textile washing, bleaching and physical treatment services to leading apparel manufacturers in locations worldwide.
- City / place
- Heilbronn
Das Unternehmen ist Spezialist und Zulieferer für Dienstleistungen zur Bearbeitung und Behandlung von Bekleidung an diversen Standorten insbesondere in Osteuropa, der Türkei und Asien. Die Standorte wechseln und orientieren sich an den Kostenbedingungen und der Nähe zu Standorten der Bekleidungshersteller. Das Unternehmen geriet aus verschiedenen Gründen in wirtschaftliche Schwierigkeiten und plante eine Standortkonsolidierung. In Frage standen Standorte in Indien und Sri Lanka.
Project management and consulting
- Economic viability assessment and restructuring of production facilities in India and Sri Lanka
- Management of employees in the factories and negotiations with local business partners
- Recommendations for action on the shareholders' decision to close or relocate sites
- Discussion of the economic situation with local management
- Workshops to improve performance
- Negotiations with suppliers and landlords
- Negotiating with customers to acquire orders
- Coordination with shareholders in Germany
Demag Cranes & Components GmbH
The company manufactures industrial cranes, crane components and develops crane systems in the project business in Germany, at several European locations and in the USA and Middle East.
- Company turnover in Mio $
- 720 Mio USD
- Number of employees in company
- 5000
- City / place
- Wetter an der Ruhr
- Internet
- https://www.demagcranes.de/
Das Unternehmen war zum damaligen Zeitpunkt eine Ausgliederung des Krangeschäfts von Mannesmann und mehrheitlich im Private Equity-Besitz (KKR). Es befand sich bereits in einem tiefgreifenden Sanierungs- und Restrukturierungsprozess. Auf Wunsch des Gesellschafters sollte zur Entlastung des CEO ein Interim Manager als CMO und stellvertretender CSO eingesetzt werden.
€720 million in sales, 5,000 employees
- Realignment and operational management of central marketing
- Operational management of Sales Europe, implementation of lean management in the European sales companies in cooperation with an external lean management consultancy
- Development of a central sales management and controlling system
- Consulting and project management in various restructuring projects
- Development of a new brand identity
- Preparations for the exit/IPO
- Implementation of a lean management model in the German and European sales companies
- Development of an order and sales management system with monthly rolling forecasts
- Reorganization of the marketing department
- Revitalization and repositioning of the DEMAG brand
- Successful achievement of FTE reductions in the sales companies in accordance with the specified objectives
- Sustainable increase in planning and control quality with the development of the new sales management system
- new DEMAG brand identity
- relevant contributions in a successful exit/IPO process
Work history (permanent employment)
PSC Dr. Popp Sperl & Cie.
Management consulting and interim management with focus on: complex crises, change and special situations, restructuring, growth strategy
- City / place
- München
Founder and managing partner
Acquisition and takeover of consulting and interim management mandates with focus on crises, change and special situations, restructuring and growth strategies
goetzpartners MANAGEMENT CONSULTANTS GmbH
Management Consultancy
- City / place
- München
Acquisition of and attendance to target clients
Project acquisition and project management
Professional advise
ALNO AG
Development, production and distribution of kitchen furniture under the ALNO brand and other brands
- City / place
- Pfullendorf
Vice President Sales and Marketing
Responsible for sales and marketing of the ALNO, Wellmann, Impuls and Pino brands worldwide
Management of 12 international sales companies, central marketing and product management
Sales and earnings responsibility €600 million, 2500 employees
Development and implementation of a comprehensive restructuring concept
Google Übersetzer
Bulthaup GmbH & Co. KG
Premium manufacturer of kitchen equipment
- City / place
- Aich
Consulting, support and controlling of the management
Attending the alternation of generations in the management
Employees: 1.200
Sales volume: 110 Mio. Euro
ANDREAS STIHL AG & Co. KG
Development, manufacture and distribution of chainsaws and other power tools for professional, semi-professional and private use
- City / place
- Waiblingen
Responsible for Marketing & Sales in 160 countries
Management of 29 sales companies and about 100 distributors worldwide
Marketing communication, marketing research, product management, technical service, logistics, quality management
Employees: 7.800
Sales volume: 1,6 Mrd. Euro
BSH Profilo A.S.
Production, sales and service of household appliances and consumer electronics for Turkey and export, listed stock corporation and largest foreign company in the BSH Appliances Group
- City / place
- Istanbul
General Management of the largest foreign subsidiary of BSH group with production, sales and service of four brands
Development of export activities
Conflict management between the shareholders of the joint venture
Crisis management during a severe economic crisis
P/L responsible
Employees: 3.500
Sales volume: 650 Mio. Euro
BSH Bosch und Siemens Hausgeräte GmbH
Development, manufacture, sales and service of household appliances
- City / place
- München
Responsible for brand positioning and management and strategic marketing concepts Siemens worldwide
Responsible for operative Marketing with advertizing, sales promotion, pr and events in Germany
Responsible for product design Siemens worldwide
Employees: 42
Sales volume: 2,2 billion Euro
BSH Bosch und Siemens Hausgeräte GmbH
Development, manufacture, sales and service of household appliances
- City / place
- München
Responsible for the provision of competitive and market-leading product ranges to the sales organisations worldwide
Secure and increase market shares
Management and integration of the international marketing, R&D, and production network
P/L responsible
Employees: 2.500
Sales volume: 850 Mio. Euro
BSH Bosch und Siemens Hausgeräte GmbH
Development, manufacture, sales and service of household appliances
- City / place
- München
Developing of private label an license business
Large and small household appliances
Sales worldwide, international cooperation projects
P/L responsible
Employees: 8
Sales volume: 100 Mio. Euro
BSH Bosch und Siemens Hausgeräte GmbH
Development, manufacture, sales and service of household appliances
- City / place
- München
Group-wide strategic and operational planning processes
Group projects (M&A, cooperation, integration, market development, brand strategy, product/market studies, marketing research, competitive analysis)
Inhouse consulting
Employees: 8
Sales volume: 6,3 Mrd. Euro
Education
Universität Stuttgart-Hohenheim
Universität Stuttgart-Hohenheim