Case study · Klugo
Interim COO at Klugo GmbH (DEVK Group): stabilisation after a change in the leadership structure, new goal and decision systems and a first B2B2C pilot.
Fact sheet
Jens SchneidersAfter a change in its leadership structure, the legal tech company Klugo quickly needed operational leadership. As interim COO, Jens Schneiders took on overall operational responsibility – together with three managing directors and DEVK as parent company – and at the end of the mandate handed over an operational organisation with clear steering logic.
Klugo was in a transition and stabilisation phase after a change in its leadership structure. The organisation needed direction, clear responsibilities and faster decisions – and at the same time new growth impulses for its business model. Responsibility lay with three managing directors, embedded in the DEVK group structure.
01
Taking on overall operational responsibility
Leading the organisation together with the managing directors, in close coordination with DEVK as parent company.
02
Clarifying roles and decision paths
Built robust leadership, role and decision-making structures together with management and the team (MOALs, consent framework). The consent-based decision format shortened coordination and reduced interface conflicts.
03
Making goals measurable
Introduced an OKR-based goal system that connects strategy and day-to-day business.
04
Opening up a new growth field
Initiated a strategic B2B2C partnership with a far-reaching partner in the employer market, giving access to around 3,000 corporate clients as a pilot.
An operational organisation with clear steering logic, measurably improved team stability and a first B2B2C pilot as the basis for further opening up the business model. The new structures were handed over so that management and the team can continue them independently.
What others can take away
In transition phases, it is not the perfect strategy that makes the difference, but the speed of good decisions. Clear roles and a shared decision format create that speed.
“We recommend him as an experienced, reflective, and execution-oriented executive for demanding operational and transformational leadership roles without reservation.”
Operational leadership in times of change, growth and vacancy.
02Quickly closing the gap when a CEO, CFO or COO is absent.
03Leading change operationally and building acceptance.
04Optimizing processes, cutting costs, shortening lead times.
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