Executive Interim Management

How Bostel Consulting can assist you

Bostel Consulting - Your First Choice in Executive Interim Management for Automotive - provides Change Management to lead a major improvement/ transformation project, Performance and Operations Management implementing a major initiative (product launch, relocation, integration, supply chain), Crisis Management to address urgent and major issues/ turnaround, temporary Skill/Competence Shortage, temporary Management Capacity Shortage, strengthening a project team, bridging the time to hire someone permanently, or bridging the time to fill a temporary absence (illness, secondment).

References

Top 10 benefits of interim management

  1. Instant access to candidates with proven track records
  2. Rapid response to unexpected changes or sudden opportunities
  3. End to end project management, from initial feasibility study through to final delivery and implementation
  4. Objective stance, focused on delivery within a set timeframe
  5. Mentoring and knowledge transfer a key element of the task
  6. Senior corporate experience at a highly competitive rate
  7. Far more cost-effective than management consultants
  8. Interims are committed 100% to client needs with no hidden agenda
  9. The employer retains control and ownership of IP, project timescales and costs
  10. Mitigates risk: time lost recruiting permanent hires; setbacks in operational improvement programmes; damaging gaps in knowledge.

Interim Projects

02/2017: Interim Business Development Manager, Tier2 & Aftermarket Automotive Supplier, China

Strategy and China Aftermarket Business Development for an automotive supplier in China (1000+ employees, $100m+ turnover).

09/2016 - 12/2016: Strategy Consultant, Tier2 & Aftermarket Automotive Supplier, Europe

Strategy and European Business Development for an automotive supplier in Europe (4800+ employees, €700m+ turnover).

06/2016 - 12/2016: Interim Business Development Manager, Tier2 & Aftermarket Automotive Supplier, Europe

Strategy and European Aftermarket Business Development for an automotive supplier in Europe (350+ employees, €50m+ turnover).

11/2015 - 03/2016: Interim Business Development Manager, Tier2 & Aftermarket Automotive Supplier, India

Strategy and European Aftermarket Business Development for an automotive supplier in India (5000+ employees, $200m+ turnover).

Transformation Projects

07/2014 - 09/2015: Senior Vice President and Integration Manager, Federal-Mogul

Motorparts, Global Braking, Hamburg, Germany and Southfield, Michigan

Integration of Honeywell Friction Materials and Federal-Mogul Global Braking to become the true global market leader in the Braking Segment with engineering centers in 4 countries (Brazil, US, Europe and China), and 18 manufacturing locations in 13 countries (Brazil, Mexico, US, UK, Germany, France, Spain, Italy, Czech Republic, Romania, India, China, South Africa).

    • General Manager of the Global Braking Business
    • Formed global tier 1&2 leadership teams from best talents of both companies
    • System integration from payroll to business systems to site migrations
    • Established one global project & quality management system for OE business
    • Established FMOS global operating & quality system for all factories 
    • Established global SIOP sales, inventory & operations planning process
    • Divestiture of two operations in Germany and France following a commitment vis-a-vis the European Commission, and closing of one site in US.

2008 - 2014: President and Transformation Manager, Honeywell Transportation

Systems, Friction Materials, Hamburg, Germany and Rolle, Switzerland

Turnaround of Honeywell Friction Materials, a global Braking Supplier with engineering centers in 5 countries (Brazil, US, Europe, China, Australia), and 11 factories in 9 countries (Brazil, US, France, Spain, Germany, China, Australia, Malaysia, Thailand) from nearly bankruptcy to breakeven.

    • 2013 - 2014: Divestiture of Honeywell Friction Materials until closing in July. Preparation of management presentations, due-diligence material, clean room including detailed pre-integration and separation planning.
    • 2013 - 2014: Established Trademark and Technology License agreement with Automotive company in India and opened greenfield manufacturing facility in Manesar, Gurgaon.
    • 2013: Closing of Guangzhou, China operations and transfer to Chongqing. Established sending and receiving teams following Honeywell's global standard transition planning process incl. legal and government support. 
    • 2011 - 2013: Established Greenfield operations in Ploiesti, Romania, secured €16M grant, SOP 12 months after ground braking. Established Greenfield team following Honeywell's global transition planning process incl. legal and government support. Site fully certified and approved by VW, Daimler, BMW, PSA and others for OE brake pad production.
    • 2011 - 2013: Established Greenfield operations in Chongqing, China, secured $xxM grant, SOP 18 months after ground braking. Established Greenfield team following Honeywell's global transition planning process incl. legal and government support. Site fully certified and approved by VW, Daimler, BMW, PSA and others for OE brake pad production.
    • 2011 - 2013: Closing of Conde, France operations incl. full business transfer. Established sending and receiving teams following Honeywell's global standard transition planning process incl. legal and government support. Preparation of book 1&2 including negotiations with French trade unions and government up to minister level.
    • 2010 - 2011: Transition of European Aftermarket business model from make to buy with products engineered in Europe and manufactured in India and China. Closing of respective manufacturing plant in Spain.
    • 2008 - 2009: Transition of North American Aftermarket business model from make to buy with products engineered in US and manufactured in Mexico and China. Closing of respective manufacturing plant in US.