Stefan Gödel

Project turnaround for a world leading manufacturer and EPC-contractor in the offshore wind energy sector

• Project volume >3.0 EURbn, financed by a single European bank
• First German deep-sea offshore wind park (90km into the North Sea, 80 energy converters,
400MW)
• Control of the operational and financial processes through taking-over interim positions by
AlixPartners (CEO, COO, Project/Construction Management)
• Personal role: Supervisor for the company’s commissioning and service activities (planning and
execution) and Interim (Deputy) Construction Manager later… Mehr anzeigen

• Project volume >3.0 EURbn, financed by a single European bank
• First German deep-sea offshore wind park (90km into the North Sea, 80 energy converters,
400MW)
• Control of the operational and financial processes through taking-over interim positions by
AlixPartners (CEO, COO, Project/Construction Management)
• Personal role: Supervisor for the company’s commissioning and service activities (planning and
execution) and Interim (Deputy) Construction Manager later (Deputy) Project Manager for all
activities in the wind park
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• Company with >300 EURm sales, owned by a North American Tier 1 supplier (Sales around 24 US$bn)
• Detailed assessment of the main areas and root causes behind the company’s negative profitability
• Identification of the main areas for action together with management
• Elaboration of detailed measures for improvement and quantification of their impact
• Establishment of a role-model PMO for implementation tracking
• Identified potential restructuring effect in the order of… Mehr anzeigen

• Company with >300 EURm sales, owned by a North American Tier 1 supplier (Sales around 24 US$bn)
• Detailed assessment of the main areas and root causes behind the company’s negative profitability
• Identification of the main areas for action together with management
• Elaboration of detailed measures for improvement and quantification of their impact
• Establishment of a role-model PMO for implementation tracking
• Identified potential restructuring effect in the order of >20 EURm
• Long-term Measures included: Organizational change from a functional to a customer business Organization, Increased accountability and end-to-end responsibility for customer profitability as well as Manufacturing footprint consolidation and move to Low Cost Countries
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• Holding Company with >2.500 employees and >230 EURm sales (2009), owned by a US-based Private Equity Funds
• Assessment of the restructuring measures elaborated by management and insolvency administrator
• Identification of weaknesses within the current restructuring program and management
• Restart of program management
• Elaboration of additional measures, incl. quantification of their impact
• Implementation planning for all measures (additional and original measures)… Mehr anzeigen

• Holding Company with >2.500 employees and >230 EURm sales (2009), owned by a US-based Private Equity Funds
• Assessment of the restructuring measures elaborated by management and insolvency administrator
• Identification of weaknesses within the current restructuring program and management
• Restart of program management
• Elaboration of additional measures, incl. quantification of their impact
• Implementation planning for all measures (additional and original measures)
• Preparation of divestiture of the company to an Indian investor Weniger anzeigen

• Company with >3.000 employees and >400 EURm sales (2008)
• Subsidiary-Holding of an private Austrian Company in the field of high-performance materials (globally >10.000 employees)
• Setting the restructuring target with regards to the planned divestment of the subsidiary-holding
• Assessment of restructuring measures elaborated by management as well as their level of documentation (due diligence readiness)
• Identification of additional measures incl. the assessment of… Mehr anzeigen

• Company with >3.000 employees and >400 EURm sales (2008)
• Subsidiary-Holding of an private Austrian Company in the field of high-performance materials (globally >10.000 employees)
• Setting the restructuring target with regards to the planned divestment of the subsidiary-holding
• Assessment of restructuring measures elaborated by management as well as their level of documentation (due diligence readiness)
• Identification of additional measures incl. the assessment of their impact
• Implementation planning for all measures (additional and original measures) Weniger anzeigen

• Company with ca. 5.000 employees and >600 EURm sales (2007)
• Having been recommended as consultant by supervisory board member (on basis of previous project Automotive Seating, see below)
• Screening of overhead structures in all German plants, as well as in Spain, Portugal, Romania, Poland and China (scope: 950 employees)
• Detailed functional analysis of over 250 overhead functions in more than 40 processes (Core processes, support processes and management processes)
•… Mehr anzeigen

• Company with ca. 5.000 employees and >600 EURm sales (2007)
• Having been recommended as consultant by supervisory board member (on basis of previous project Automotive Seating, see below)
• Screening of overhead structures in all German plants, as well as in Spain, Portugal, Romania, Poland and China (scope: 950 employees)
• Detailed functional analysis of over 250 overhead functions in more than 40 processes (Core processes, support processes and management processes)
• Elaboration of measures for optimization (efficiency improvement, reorganization, process reengineering) in all overhead areas, with focus on: R&D, Construction, Sales, Finance/Controlling, Supply Chain
• Derived improvement potential corresponds to about 250 employees
• Implementation planning for all measures and fields of action
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• Company with >6.900 employees and >900 EURm sales (2007)
• Screening of overhead structures in all German plants as well as Poland (Scope: ca. 1300 employees)
• Detailed functional analysis of over 250 overhead functions in more than 40 processes (Core processes, support processes and management processes)
• Elaboration of measures for optimization (efficiency improvement, reorganization, process reengineering) in all overhead areas, with focus on: R&D, Construction, Sales… Mehr anzeigen

• Company with >6.900 employees and >900 EURm sales (2007)
• Screening of overhead structures in all German plants as well as Poland (Scope: ca. 1300 employees)
• Detailed functional analysis of over 250 overhead functions in more than 40 processes (Core processes, support processes and management processes)
• Elaboration of measures for optimization (efficiency improvement, reorganization, process reengineering) in all overhead areas, with focus on: R&D, Construction, Sales, Finance/Controlling and Supply Chain
• Derived improvement potential corresponds to about 400 employees
• Implementation planning for all measures and fields of action
• Support of the implementation of a social plan and German employment qualification unit (typically German vehicle for facilitating large lay-offs, BQG)
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• Restructuring of loss-making sales subsidiaries worldwide
• Starting purchasing and production (assembly) activities in China
• Defining measures for significant cost-cutting of production costs by increasing cooperation between Purchasing, Production and R&D

• Implementation of bottom-up liquidity planning within the Group
• Tight management of accounts receivables
• Optimisation of inventory management

• Setting-up a holding structure to support a uniform management structure
• Preparation and execution of closure of the German production site in Meinerzhagen

• Detailed analysis of all product segments and business units
• Deep-dive analysis of the market environment in the main application areas and development of scenarios for market growth for the company’s products, incl. a quantified assessment of trends and market drivers
• Analysis of existing competitive market structures and of the positioning of the company relative to main competitors (fulfillment of main purchasing criteria)
• Analysis of management’s business planning incl. a… Mehr anzeigen

• Detailed analysis of all product segments and business units
• Deep-dive analysis of the market environment in the main application areas and development of scenarios for market growth for the company’s products, incl. a quantified assessment of trends and market drivers
• Analysis of existing competitive market structures and of the positioning of the company relative to main competitors (fulfillment of main purchasing criteria)
• Analysis of management’s business planning incl. a detailed assessment on the feasibility of the planned sales growth
• Elaboration of measures (outside-in) necessary for achieving the business planning (restructuring of plants incl. plant closures, streamlining the product portfolio incl. giving up complete product lines, detailed measures in the international Supply Chain)
• Detailed modeling of the measures in a company DCF-valuation model Weniger anzeigen

• Presentation the company’s product program to the „Analyst-Community“, incl. a description of application areas as well as main drivers behind these applications (medication, disease patterns and their proliferation etc.)
• Detailed modeling of market volumes and growth rates (quantities and price) employing all publicly available primary and secondary information (targeting comprehensiveness in preparation for the analyst discussions)
• Presentation of the competitive market… Mehr anzeigen

• Presentation the company’s product program to the „Analyst-Community“, incl. a description of application areas as well as main drivers behind these applications (medication, disease patterns and their proliferation etc.)
• Detailed modeling of market volumes and growth rates (quantities and price) employing all publicly available primary and secondary information (targeting comprehensiveness in preparation for the analyst discussions)
• Presentation of the competitive market environment for each of the company’s product segments, identification of main competitors worldwide and assessment of the competitive positioning (fulfillment of key purchasing criteria)
• Assessment of requirements for realizing market share gains in all application segments
• Analysis and assessment of the plausibility of the company’s IPO-planning in all product segments and main regions (North America, Western/Eastern Europe, China)
• Assessment of management’s assumptions behind the growth trajectory in the IPO-planning
• The IPO was realized in summer 2007. It has been Germany’s largest IPO in that year Weniger anzeigen

• Detailed operational and strategic assessment on the company in Germany and selected major sales markets (France, the US, Denmark, Brazil and China)
• Deep-dive analysis of the market environment in the main business area in regard to market driving factors, regulation, market volumes, growth and technology (evaporator vs. electronic/wireless devices)
• Analysis of existing competitive market structures and assessment of the company’s positioning relative to main competitors
•… Mehr anzeigen

• Detailed operational and strategic assessment on the company in Germany and selected major sales markets (France, the US, Denmark, Brazil and China)
• Deep-dive analysis of the market environment in the main business area in regard to market driving factors, regulation, market volumes, growth and technology (evaporator vs. electronic/wireless devices)
• Analysis of existing competitive market structures and assessment of the company’s positioning relative to main competitors
• Assessment on the company’s activities in the past for diversification (entering new business areas), incl. assessment of attractiveness of identified areas for diversification and elaboration of realistic sales and gross-margin scenarios
• Assessment of the strategic realignment of the company (increased focus on large customers/real estate conglomerates) and measures taken to implement the new strategy (Key Account Management, contracting-services etc.)
• Active participation of the sales process and management of investor presentations incl. Q&A-sessions (seven international bidders in final round)
• Transaction volume 2.4 EURbn
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