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Spotlight

  • 24/01/2022
    Interim COO achieves significant improvements in an electrical engineering production plant

    There was a lack of transparency and trust in local management in the subsidiary of an Austrian group with production in the Czech Republic with over 1000 employees working in multiple shifts on site.


    The management of the parent company did not have a clear picture of the situation on site and was accordingly unsettled and dissatisfied. Corporate standards did not appear to be implemented. In the past few years, the Czech plant has always achieved an acceptable positive result every year, but for some time the financial ratios have deteriorated.

    Country-specific culture and language obviously formed a barrier between the subsidiaries and the HQ. The position of COO in the Czech Republic had never been filled before and was previously held by the local CEO in personal union. The deployment of a consultant sent by the HQ for several months did not lead to any significant improvements.

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  • 21/06/2021
    Interim- Plant Manager for an Automotive Supplier in the Czech Republic

    The client was a well-known Austrian Tier 1 automotive supplier with several production plants worldwide, one of them in the Czech Republic.


    The start of a new key-customer project ran into difficulties. The planned production output and the necessary quality parameters could not be achieved, which could lead to a medium-term production stop for the customer. In general, the production plant had been struggling with difficulties for a long time.

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  • 08/04/2021
    Interim Purchasing Manager for Mechanical Engineering Company in Slovakia

    The client was an Austrian mechanical engineering company with several hundred employees and several foreign productions in Eastern Europe.


    The task was to bring the purchasing processes of the Slovak production company to an internationally standard level and to demonstrate which potential for improvement is available by using the example of a selected project, as well as to realize savings in procurement through framework agreements with the most important suppliers.


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  • 02/06/2020
    International Case Study from SMW: Interim CIO for a Building Materials Manufacturer

    On November 19th, our partner was contacted by CFO Peter Klovgaard-Jørgensen from client H+H. Quick action allowed the interim manager to be on board was at the company’s Christmas lunch. Peter Klovgaard-Jørgensen says, “There is nothing more to say than that we got the right candidate in an incredibly short amount of time. This is a definite success story from beginning to end”.


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  • 06/05/2020
    International Case Study from SMW: Interim HR Manager for a Swedish Heavy Manufacturing Firm

    The client, an established Swedish-owned firm involved in heavy manufacturing, had revenues of about $15 million. The company had a US site that they wanted to close and reopen in a very different geography. In order to make this happen, they would need an experienced HR leader to help plan and execute. As they did not have the required expertise in-house, the firm sought the assistance of an interim HR leader. That person would be responsible for the closure of the current location, as well as the establishment of the new one.


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  • 05/04/2020
    International Case Study from SMW: Business Development Manager for an innovative business in the DACH region

    The client, a successful Swedish business with over 200 years of heritage and private owners, rolled out a 10-year strategy into the execution phase. The company has a strong global presence with factories in Europe, US, and China. The electrification disruption in the automotive industry was detected as a major force to substantially grow the business for an innovative material that could enable the auto industry to build electric systems of the future.


    Although they developed and marketed the key material for over 30 years, it was still a niche business. The company felt it did not have the appropriate resource, network and automotive engineering experience to successfully master the step change that was necessary to get out of the niche into the mass market.


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