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About

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Change & Transformation Management.

Change on demand: leading transformation hands-on, bringing people along and creating acceptance – so change actually lands. For mid-market companies, scale-ups and corporates.

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Overview

When companies have to change and that change needs to actually land, we take responsibility. In change & transformation management we lead change hands-on, bring people along, create acceptance and anchor new structures in everyday work. Not as a concept on paper, but as lived change that lasts in the operation.

Not consulting, but hands-on leadership with accountability for results. 27 years of entrepreneurial experience at C-level – across mid-market companies, scale-ups and corporates.

Situations

Typical situations for a change & transformation mandate

As an operational leader, I led structural change and brought the team along at Klugo (DEVK Group), for example: developing and introducing new leadership, role and decision-making structures (MOALs, consent framework) together with management and team, during a demanding transition and change phase.
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A consent-based decision format created participation and acceptance instead of imposing change from above – so the change was carried by the team.
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Result: an organization capable of acting that did not just accept the change but actively supported it – with measurably more stable collaboration.

At a glance

01

Change led hands-on, not just advised on – from day one.

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27 years of hands-on experience in mid-sized companies, scale-ups and corporates.

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Leadership of up to 100 employees, P&L up to eight figures.

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Based in Lanzarote / DACH region, on-site presence is lived practice.

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Communication in German and English.

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Proven remote and hybrid, available at short notice.

Your situation looks different? Talk to Jens Schneiders directly.

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Services

Core competencies

01

Leading change hands-on

Not just planning transformations but delivering them hands-on and seeing them through to impact in everyday work.

02

Bringing people along

Creating acceptance through participation and clear communication – instead of imposing change from above.

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Reorganization & structures

Restructuring organizations, clarifying roles and responsibilities and anchoring them robustly.

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Anchoring & handover

Anchoring the change permanently and handing it over to the team's own responsibility.

References

“In a time marked by uncertainty, Jens quickly became a trusted and stabilizing force for our 54 employees.”
Founder & CEO, itravel Group S.A.

Your contact

Your contact: Jens Schneiders

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Jens Schneiders

Managing Partner · Interim CEO, COO & Chief Transformation Officer

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Transformation across five companies. Leadership through the transition.

Transformation across several companies: As Chief Innovation & Impact Officer, I led transformation across five companies in several countries – aiming to harmonize structures and anchor the change culturally.
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Change in sales, marketing and customer success was implemented not only structurally but also in mindset and collaboration – with clear communication and participation.

In a highly dynamic transition phase, a stabilizing leadership presence secured the team's trust and ability to act – the basis for sustainable change.
  • Led change and transformation in mid-market companies, scale-ups and corporates.
  • Responsibility across multiple entities and countries.
  • Confidently led crisis and change phases, including COVID crisis leadership.
  • Operational delivery instead of pure consulting: resulting, not consulting.

Transformation across companies

Leading change across several companies and countries and anchoring it culturally.

Culture & collaboration

Implementing change not just structurally but in mindset and collaboration.

Leadership through transition

A stabilizing leadership presence that secures trust and the ability to act in dynamic change phases.

Sustainable change

A more resilient organization that carries change as a basis for sustainable growth.

More on this topic

More on this topic

Case study

Klugo: realigning leadership in a transition phase

Guide

Business succession: the interim managing director as a bridgeBuilding a corporate venture: from proof of concept to marketAI in mid-sized companies: from pilot to everyday use

Related services

Interim Managing DirectorPost-Merger Integration & Carve-out

FAQ

Frequently asked questions: Change & Transformation Management

When does interim change management make sense?

When a major change is coming up and needs to actually land in everyday work: a reorganisation, new leadership and decision-making structures, a cultural shift, a change in leadership or growing together after an acquisition, see post-merger integration. Another typical case is a transformation that was decided long ago but is not moving forward in the operation.

How does hands-on change management differ from change consulting?

In responsibility. A consultant designs concepts; we lead the change inside the company ourselves and are accountable for results until it takes effect in everyday work. Jens Schneiders brings 27 years of entrepreneurial experience at C-level in mid-sized companies, scale-ups and corporates, leading up to 100 employees with P&L of up to eight figures.

How do you build acceptance for change within the team?

Through participation rather than instruction. At Klugo (DEVK Group), Jens Schneiders developed new leadership, role and decision-making structures together with management and the team; a consent-based decision format ensured that the team actively carried the change. Resistance becomes visible early and can be addressed. More in the Klugo case study.

How is change anchored culturally across several companies?

By implementing change not only in structures but in mindset and collaboration. As interim CIIO of itravel Group, Jens Schneiders led the transformation across five companies in several countries: harmonising structures and reorganising sales, marketing and customer success, with clear communication, participation and a stabilising leadership presence during the transition.

How does the change last after the mandate?

Through anchoring in everyday work and an orderly handover: roles, responsibilities and decision paths are clarified and passed into the team’s own responsibility. At Klugo, the new structures were handed over so that management and team continue them independently. The goal is always an organisation that works without the interim manager.

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Are you facing a major change – reorganization, new structures, cultural change – and want it to actually land? Let's talk about how I lead change and transformation hands-on and bring your team along.

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