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Cash Flow & Liquidity Management

Interim COO

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Restructuring & Turnaround.

When earnings and liquidity come under pressure: interim operational leadership that creates transparency, implements measures and gets the company back on course.

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Overview

Crises rarely arise overnight: shrinking margins, rising costs, deferred decisions, while banks and shareholders expect reliable numbers. In this situation I take on operational responsibility to quickly create transparency, secure liquidity and implement measures consistently.

The goal is a predictable turnaround: cut costs, streamline processes and make the business model viable again, without damaging delivery capability and customer relationships.
Resulting, not consulting: taking responsibility and delivering results, not just recommending them.

Situations

Typical situations for a restructuring mandate

As Interim COSO I held operational responsibility for the restructuring at 7StepsSolution: First, transparency about the economic situation: liquidity, cost structure and earnings drivers were made visible and translated into a reliable steering logic, as the basis for fast, well-founded decisions.
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On this basis, liquidity and cash flow were actively managed, costs cut on a prioritized basis and processes streamlined, without damaging the performance of the core business. In parallel, the business model was realigned toward viable revenue sources.
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Result: a stabilized liquidity position, clear KPI-based steering and a realigned business model that gives the company room to maneuver and a perspective again.

At a glance

01

Operational responsibility for restructuring, reorganization and turnaround.

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27 years of entrepreneurial experience, C-level in crisis and change situations.

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Secure liquidity, cut costs, realign the business model.

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Reliable communication with banks, shareholders and team.

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German and English; DACH region and Lanzarote.

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Available at short notice, remote and on site.

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Services

Core competencies

01

Transparency & analysis

Fast clarity on liquidity, costs and earnings drivers as the basis for well-founded decisions under time pressure.

02

Liquidity & cash flow

Active liquidity management, prioritization of measures and safeguarding the ability to act in the critical phase.

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Costs & processes

Cutting costs on a prioritized basis and streamlining processes, without jeopardizing delivery capability, quality and customer relationships.

04

Business model & perspective

Realigning the business model toward viable revenue sources and giving the company a solid outlook for the future.

References

“One of Jens’ most remarkable qualities is his calm and level-headed approach in times of crisis.”
CEO, 7StepsSolution GmbH

Your contact

Your contact: Jens Schneiders

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Jens Schneiders

Managing Partner · Interim CEO, COO & Chief Transformation Officer

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Crisis leadership at full load. Responsibility for P&L and team.

erlebe-fernreisen · Managing Director: As Managing Director I carried full P&L responsibility for around 33 million euros in revenue and about 100 employees, in an industry that came to a standstill practically overnight because of the COVID crisis.
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What was needed was a restructuring under extreme conditions: secure liquidity, radically adjust the cost base, reorganize processes and at the same time hold the team and customer trust together.

This experience shapes my turnaround approach: clear in analysis, decisive in implementation and close to people and operational reality, precisely when it counts under pressure.
  • P&L responsibility for around 33 million euros in revenue and about 100 employees.
  • COVID crisis leadership in an existentially affected industry.
  • Securing liquidity and radical cost adjustment during ongoing operations.
  • Restructuring with a focus on people and operational reality.

Full P&L responsibility

Accountability for revenue in the double-digit millions and around 100 employees, including under crisis conditions.

Crisis leadership

Leadership through existential upheavals: secure liquidity, adjust costs and maintain the ability to act under extreme pressure.

Team & stakeholders

Holding together the trust of team, customers and partners when uncertainty is greatest, with clear communication.

Execution strength

Decisive execution instead of pure analysis: measures take effect during ongoing operations and are consistently tracked.

More on this topic

More on this topic

Case studies

erlebe-fernreisen: building the new, leading during COVID-197StepsSolution: restructuring with clear financial steering

Guide

Interim manager or management consultant?Spotting a business crisis early: warning signs and first steps

Related services

Liquidity & Cash Flow ManagementInterim COO

FAQ

Frequently asked questions: Restructuring & Turnaround

When should you bring in an interim manager for a restructuring?

As early as possible: when margins shrink, costs rise, decisions are postponed or banks and shareholders demand reliable figures. The earlier you take operational countermeasures, the more room for manoeuvre remains.

What happens at the start of a turnaround mandate?

Transparency first: liquidity, cost structure and earnings drivers are made visible and turned into a reliable management logic. This is followed by prioritised immediate measures to secure liquidity and an implementation plan that is tracked consistently.

Is restructuring possible without slash-and-burn?

The goal is a predictable turnaround that does not damage delivery capability, quality or customer relationships. Costs are cut by priority, processes are streamlined and the business model is refocused on viable sources of revenue.

How are banks and shareholders involved?

With reliable figures, a comprehensible action plan and regular, open communication. This experience comes from the COVID-19 crisis as managing director of erlebe-fernreisen (around €33m revenue, 100 employees) and from the restructuring as interim COSO at 7StepsSolution.

Does interim management replace restructuring advisers or lawyers?

No. Interim management takes over operational leadership and execution within the company. Legal and insolvency advice remains the job of specialised advisers, with whom we work as needed.

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Contact

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Is your company under earnings or liquidity pressure and in need of reliable leadership fast? Let's talk in confidence about how, as an interim manager, I create transparency, secure liquidity and deliver the turnaround.

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