Interim CEO

Restructuring of an IT service provider

Public-sector IT service provider of a German federal state

EUR 39m → < 15%

Receivables pushed from EUR 39 million to below 15% of the starting value

27 → 13

Role model condensed from 27 to 13 roles

Handover

Management instruments handed over: revenue planning, contracts, billing

Starting point

27 blurred roles, overload and vacant positions.

No revenue planning, no contract management, no billing; backlog of contracts not drawn up.

approx. 120 employees to be realigned in two stages, under public scrutiny.

Diagnosis from 22 meeting transcripts and 8 leadership assessments
Role model 27 → 13, FTE sizing, 20 leadership assessments
Revenue planning, contract management, advance and final billing built
Receivables management with escalation levels, default interest and board escalation
EVB-IT contract standards and price adjustments implemented
Leadership operating system, major-incident process and board reporting handed over

Decisive turning point: Claims enforced with escalation levels, default interest and board escalation.

Day 30Ability to act and decide
Situation, risks and decision papers are on the table; the first decisions have been taken.
Day 60Stabilisation and alignment
Operations are stable, governance and reporting are running, the target picture is agreed.
Day 90Ability to transform
Organisation, plan and budget carry the implementation; it runs in phases with accepted outcomes.