§ Themes — Restructuring
Restructuring & efficiency.
OpEx reduction, site consolidation, shared-service build-up, process harmonisation. Change with reliability — and with respect for the people who carry it.
When restructuring is on the agenda
Restructuring is rarely a voluntary step. It is triggered by:
- Margin pressure — falling profitability with stable or growing revenue.
- Investor pressure — new ownership structure (PE, corporate) expecting OpEx levers.
- Scaling at the limit — growth that overwhelms existing structures.
- Regulatory pressure — new requirements that force structural change.
- Operational crisis — delivery issues, quality problems, customer losses.
In all cases, consulting slides help little if operational delivery doesn’t happen. An interim manager with C-level experience takes on the responsibility for turning the plan into reality.
What I bet on
I. OpEx reduction
Structured analysis of all material cost blocks — people, IT, procurement, sites, third-party services. Identification and delivery of quick wins (3–6 months) and structural levers (6–24 months). Realistic business cases, not phantom savings.
II. Site and structural consolidation
Reduction of duplicate structures, closure of redundant sites, consolidation of functions. Socially responsible, with clear communication and realistic transition plans — but consistent in execution.
III. Shared service centres
Build-up of centralised service units (finance, HR, IT, operations) — internationally, including nearshore locations. From practice: two SSCs built outside Germany, central steering introduced, five German sites closed.
IV. Process harmonisation & lean
Standardisation of processes across borders. Lean methods to remove waste. AI-driven automation where it genuinely makes sense — no tool cosmetics.
Demonstrable results
SSC build-up and site consolidation
Starting point: six sites with no collaboration, inefficient processes, site managers blocking change. Contribution: as COO, set up two SSCs outside Germany, introduced central steering, closed five German sites and installed a new leadership team. Outcome: unified structures, significant efficiency gains and cost reduction, higher service quality.
AI-based process efficiency
Starting point: a growing mid-market business hitting the limits of analogue processes. Contribution: introduced an AI-driven repair process and an AI-based customer-service chatbot. Outcome: scalable service architecture, cycle times reduced by >50%, call volume reduced by 25% with stable NPS.
Supply chain as profit driver
Starting point: inefficient supply chain with weak margins and no process standards. Contribution: mapping of all suppliers, volume bundling, NPS-based steering, identification and embedding of best practice across the network. Outcome: marked improvements in customer journey, total cost of ownership and profitability.
Typical clients
PE portfolio companies
Where the investor expects OpEx levers and the in-house team needs pace. I take on operational responsibility in the holding, report to the board and work jointly with management and investor on value creation.
Mid-market in scaling phases
Where analogue-grown structures can no longer keep pace with growth. Build-up of professional structures, processes and steering — with a sense for the culture of the house.
Corporates with under-performing units
For subsidiaries that don’t perform — as interim COO, Managing Director or turnaround manager on time. Clear diagnosis, realistic roadmap, hard execution.
Financial services in transformation
Banks, savings banks, insurers — where outsourcing, digitalisation and regulation simultaneously create efficiency levers and risks.
How I work
Diagnosis, not gut feeling
First 4 weeks: structured stocktake — numbers, processes, structures, people. Outcome: a concrete, prioritised action plan with owners and timelines. No 200-page slide decks.
Quick wins first
Within the first 3 months: visible results — as evidence of capability for change and as funding contribution for the larger levers.
Structural levers with handover
The larger levers (sites, SSC, IT migration) take 12–24 months. I accompany them at least to the stabilisation phase and work in parallel towards an intact permanent leadership.
Reliable and respectful
Restructuring affects people. I communicate clearly, early and consistently, avoid empty promises and treat all parties with respect — particularly where structures are being changed.
Related topics
Let’s discuss your levers
Free initial conversation, 30 minutes, in confidence. We’ll cover starting point, possible levers and whether an interim mandate is the right path.
Email: ov@olivervossinterim.de · Phone: +49 173 286 27 38