«People make the difference – looking forward working with you.»

Margrit Reck, Senior Manager

Success Stories

In a nutshell: examples of Consenec’s success.

 

Interim Management

 

Client: A global industrial plant manufacturer domiciled in Switzerland.

Job: Process analysis. Identification of weaknesses up to the production of turnkey systems (EPC). Leading plant engineering during the restructuring phase 

Duration: 10 months

Consenec Senior Manager: Adrian Frei 

The company is undergoing a major restructuring – shifting from delivering products to becoming a global supplier of turnkey systems (EPC). The Consenec senior manager verified the management processes with the business units involved and identified weak spots. Together with the company CEO and the project manager, he analyzed recommendations within the current projects. Overarching interfaces of business units in general, with a focus on engineering (basic and detail), were strengthened or newly designed. Following the restructuring of the company, the Consenec senior manager was involved in daily business as interim head of the division plant engineering. He shared responsibility for recruiting and onboarding the new head of division as well as for hiring specialists for the individual engineering divisions.


Client: ABB 

Job: Leading a global HR business partner organization for all business and support functions

Duration: 13 months

Consenec Senior Manager: Margrit Reck Roulet

After transferring to Consenec, the senior manager retained her former position in order to secure the change processes that covered all global roles beyond the successful conclusion of the project. She led both strategic projects as well as operative activities of an international HR organization, continued to build-up global HR competence, and coached potential successors. She ensured that two main priorities – greater “talent bench strength” and quality of services – were realized and that a future director was nominated from within the company.


Client: A larger international Swiss company

Job: Managing research and development

Duration: 20 months

Consenec senior manager: Willi Rütti

As interim head of R&D with five locations in Europe and Asia, the Consenec senior manager introduced stricter oversight of costs and project progress, and initiated regular meetings for the management team. Project management and capacity planning were improved, processes were newly structured, and quarterly reviews for company management were organized. All measures led to a marked increase in transparency and a major reduction of errors in planning and forecasting.


Client: A Swiss real estate company (SME with 80 employees)

Job: Management

Duration: 12 months

Consenec Senior Manager: Kurt Gwerder

Following a departure in upper management at the real estate company, the Consenec manager temporarily took on the leadership role. To ensure robust daily operations and healthy customer/client relations, the interim manager first introduced confidence-building measures and actively cultivated client contact. Finding a new manager was one of the major tasks – a task that was successfully concluded with the hiring and onboarding of the new company head. Other priorities included framing a road map for information processing and modifying the organizational structures in view of responsibilities and succession planning as well as implementing decisions in the area of human resources. In addition, the annual report was given a new basis. To guarantee the continuity of the new measures, the Consenec Senior Manager was appointed to the real estate company’s board of directors.


Client: A large Swiss energy company

Job: Managing HR group

Duration: 12 months

Consenec Senior Manager: Renato Merz

During the interim leadership of the HR group, the Consenec manager reorganized the occupational pension plan, revised the strategy for remunerating the management team, and prepared a restructuring within a cost-reduction program. In addition, the manager modernized the severance package and supported the CEO in further developing the company’s business culture.


Client: A founding company

Job: Development of new business structures

Duration: 4 months

Consenec senior manager: Erwin Gerber

After the head of a business unit left unexpectedly, Erwin Gerber took on the leadership role. At the same time, he worked with the management team to develop a new organizational structure, ensuring that it worked well with the future structure of the company. In a second phase, Gerber worked with the new head of the business unit to implement the new structures.

Merken

Operational Excellence

 

Client: An international high-tech company

Job: Coaching and supporting a project manager during a demanding project phase

Duration: 6 months

Consenec senior manager: Konrad Wirthensohn

The Consenec senior manager offered hands-on support to the young head of an internal project team during a demanding project phase. The senior manager advised his coachee in all important matters. Together, they discussed major activities and prepared meetings with the project team and the steering committee. Upon completing the project on time, the selected approaches and the quality of execution were assessed as very good.


Client: Bombardier

Job: Technical support during testing and approval phase

Duration: 3–4 months

Consenec senior manager: Richard Schneider

The new long-distance trains FV-Dosto of Switzerland’s federal railway system are required to pass special tests before they can be approved for use. A key aspect is testing the interaction between the traction control system and the torsion vibration behavior of the wheel sets. The interrelationships are very complex, with the behavior of the system depending on the degree of friction between wheels and tracks – which, in turn, varies according to location, time of day or year, and the weather conditions. Thanks to his extensive knowledge of these systems, Richard Schneider was able to introduce more efficient and reliable test drives and analyses. This led to substantially better planning, which was of major importance to the client because the test phase and approval process followed a tight schedule. The entire task was conducted in close cooperation with experts from the client’s team, which enabled a targeted transfer of know-how and promoted system-specific skills within the company.


Client: A medium-sized high-tech company

Job: Assessment of management procedures and coaching individual leaders

Duration: 3 months

Consenec senior manager: Konrad Wirthensohn

The client is a relatively young and innovative company whose founders had sold and withdrawn from the business. The new owner charged a team of long-term employees and new hires with leading the company. Although the strategic position of the business improved significantly after being sold to a global organization, expectations increased massively.
Rapid growth and several infrastructure projects placed high demands and heavy pressure on the entire company – specifically on the new management team whose members had assumed extremely demanding tasks and often new responsibilities. In addition to the large challenges, internal tensions hampered the management processes.
Konrad Wirthensohn was asked to draft a situation analysis and to develop measures to realize improvements, which he delivered within four weeks. For the rest of his mandate, he focused on providing support and coaching services to individual members of the management team.


Client: A founding company

Job: Project management and controlling

Duration: 12 months

Consenec Senior Manager: Peter Widmer

The Consenec manager analyzed project management and controlling in several of the client’s business units and located the optimal “best-in-class” processes. He acted as a know-how hub in the individual units and communicated his “best practice” experiences in the form of successful methods. This was done quickly and efficiently with the result that, due to prompt recognition and reactions, a significant increase in quality was registered in project reviews. In addition, the improvements in opportunity and threat assessment lowered the amount of reserves required. The cost of error was reduced, leading to better gains and ultimately to strengthening the business units in global competition.

Merken

Sales und Marketing

 

Client: Business unit in a founding company

Job: New product line

Duration: 25 days

This job was to introduce a new product line. First, a needs analysis was required, for which the Consenec manager developed a professional marketing and production strategy. Because the company plans to transfer production to a local unit at a later date, a detailed plan was designed for this purpose. At project completion, business was going according to plan – both the introduction of the product line and the production transfer.

Merken

Strategy

 

Client: AXA Switzerland Board of Trustees

Job: Advising while implementing a change of business model

Duration: 4 months         

Consenec Senior Manager: Renato Merz

AXA Switzerland is withdrawing from providing occupational pension plans; in the future, the company will focus on semi-autonomous solutions in which participating companies bear investment risks. Chronic low interest rates, increasing cross-subsidization of pensioners by active employees, and investment restrictions led to the reorientation. Consent was required not only from Axa’s management but also from the Board of Trustees of Axa Foundation for Occupational Benefits, Winterthur. The Consenec senior manager supported the Board in the various issues surrounding the change.


Client: City of Baden

Job: Plan for provision of services

Duration: 3 months

Consenec senior manager: Konrad Wirthensohn

The City of Baden is working to position its educational institutions so that qualified employees for the local economy can be secured. As part of these efforts, the city works with economic stakeholders and educational institutions to create optimal conditions for vocational further training, higher vocational education, and adult education. Thanks to his experience in these areas, Konrad Wirthensohn was able to develop a strategy for the professional provision of services.

Merken

Project Management

 

Client: ABB

Job: Preparation, mediation, and follow-up of a team workshop

Duration: 1 month

Consenec Senior Manager: Werner Lanz

In 2014, a business unit defined its “Strategy 2020” in the context of the company’s overarching strategy. At the start of 2018, a workshop for leaders was held to reassess and recalibrate the existing plan. In collaboration with the head of the unit, the Consenec senior manager prepared the workshop, took part as moderator, and summarized the results and action plans. In the process, he relied on his broad experience in designing and implementing strategies; during the workshop he kept the team on track. The feedback session showed clearly that the outside perspective offered by an experienced senior manager was a great advantage.


Client: A global high-tech company

Job: Leading and coordination various sub-projects in a global M&A project

Duration: 7 months

Consenec Senior Manager: Ulf Hallensleben

The client divested itself of a globally active business unit and integrated the transaction in a joint venture with the buyer. First, the local business units were split off into an independent company and then later sold to the majority shareholders. The Consenec senior manager led and coordinated the activities of over 20 different sub-projects (workstreams) in Switzerland and acted as the point of contact for the global M&A team. Both divestment and sale were successful and completed on schedule. Afterwards, the assignment was expanded and the Consenec senior manager was in charge of concluding business activities remaining in the company.


Client: Bombardier

Job: Managing a large international bidding process

Duration: 12 months

Consenec senior manager: Erwin Gerber

India’s state railway is planning the acquisition of passenger trains over the next 20 years, in cooperation with industrial partners. The Consenec senior manager oversaw the bidding team, which was distributed across several continents. At the same time, he directed the comprehensive service package vis-à-vis suppliers and Indian Railways, in direct collaboration with the partner responsible for the comprehensive service package.


Client: A Swiss power supply company

Job: Development of a potential analysis for acquisitions

Duration: 6 months

Consenec senior manager: Roland Bächli

The Consenec senior manager worked with the staff responsible for acquisitions to analyze the status quo. Based on a needs and a SWOT analysis, they determined the acquisition procedures and located cost-saving potential. Various courses of action were designed, and “low-hanging fruits” were named for immediate implementation. The project results were summarized in an acquisition strategy paper.


Client: A large Swiss company

Job: Implementation of a free-trade agreement

Duration: 6 months

Consenec senior manager: Ulf Hallensleben

In mid-2015, EFTA and the GCC states signed a free-trade agreement that, among other things, foresees preferential treatment of goods of Swiss origin. The client ships a large part of its products to the Gulf countries and required support in implementing the new agreement. In a first step, Ulf Hallensleben analyzed the agreement and took stock of all potential projects as well as potential savings in current and future dealings. Then, he worked with the various project managers, their superiors, and the representations from the countries involved to develop client-specific strategies with the aim of optimizing the benefits of the free-trade agreement. In individual projects, Ulf Hallensleben was personally involved in the negotiations with the purchasers of the goods. Already before the job was completed, it was clear that the client would realize significant savings. 

Merken

Merken

Merken