Find out more about my work!

The following examples of projects are intended to give you an insight into my work as an Interim Manager in the medical technology and hospital sector.

I have redacted the examples to maintain my clients’ anonymity. I would be happy to send further references and examples of projects on request.

1. Good atmosphere in the hospital: Development of a flexible working time model

The situation:

Physical stress, shift work, poor compatibility with family life: a nurse’s work is demanding, with unfavorable working conditions often leading to a shortage of staff and disgruntled employees. A West German hospital also had to contend with difficulties and called me in to support them in the midst of their crisis.

My mission:

My task was to develop a new and more flexible working time model. This represented a major challenge as the poor atmosphere between the various professional groups, disorganized structures and a rather outdated shift work system had an adverse impact on the working environment in the hospital. Very different needs and ward-specific demands clashed with each other.

The result:

Nevertheless my assignment was successful. With the close involvement of nurses, doctors, staff council members and other hospital members of staff, I succeeded in developing a working hours framework through a multi-stage process, which could then be flexibly adapted to the needs of specific hospital wards– and so brought about significant improvements to the working conditions of the nursing staff.

2. Constructively overcoming resistance: team building and portfolio management

The situation:

“Made in Germany” medical technology is synonymous with innovative technology, superior quality standards and contemporary design. Nonetheless, what can be done when product developments and sales plateau, and the atmosphere in the team is characterized by a lack of motivation?

My mission:

A leading international medical technology corporation tasked me with relaunching a new business area, which was not yet part of the company’s core business, and firmly establishing it in the company. In specific terms, I was to create and implement a new global product strategy and form a strong team.As the manager, I was responsible for the technical and HR management of 25 members of staff, and was also tasked with increasing sales from this division, which had been marginal to date. The most challenging factors: a low budget with high sales expectations, cumbersome processes in the company, resistance from other departments, a staff shortage and disagreements within the team. However, portfolio management and team building measures directly implemented led to successful results.

The result:

After a short time, the company’s sales and profitability in this business area rose disproportionately, and a diversified and partly dissatisfied group of employees became an efficient and friendly team. The key factor for me: The positive developments initiated during this time continued even after the end of my deployment.

3. Reorganization of a medical technology site in the USA

The situation:

The American subsidiary of a German medical technology corporation not only had to contend with diverse difficulties at its own site. Above all, its relationship with its head office had disappeared. The result: Uncertainty and a lack of motivation amongst employees on site, poor quality and a need to refresh the product range.

My mission:

I welcomed the exciting opportunity to reorganize the US subsidiary and optimize relations with the head office.I was appointed as Managing Director of the mid-sized company with triple-digit million sales.

The result:

The process was a challenging one – but also very successful: By comprehensively analyzing the market and quality, introducing new management tools and team building measures throughout the company, I succeeded in increasing efficiency and significantly improving profits.