Results & Operations · P&L · Working Capital

Your result is the benchmark. Not the concept.

Material cost, capital tied up, productivity. Measures with a measurable effect on P&L and balance sheet.

The starting point

Where most of the money sits, and why it often stays untapped

In most mid-market companies, three areas are the biggest levers: material cost (often 40 to 60 percent of revenue), working capital, and operating overheads. All three are measurable, all three can be worked on.

The problem is rarely a lack of potential. The problem is a lack of transparency about exactly where the levers sit, and a lack of capacity to pull them through consistently. That is exactly where I come in.

Below, you can calculate for yourself what would be possible in arithmetic terms. The numbers are not a promise, they are the logic I think in during a mandate.

When does this make sense?

EBITDA under pressure, but the cause stays unclear. Material cost ratio rising without anyone knowing why.

And also with

Post merger situations, where two companies have no shared data basis and quick clarity is needed.

And when

Purchasing, production or logistics need optimising, but the internal capacity for fact based work is missing.

Results calculator

Calculate your potential.

Activate the levers relevant to your situation and see what is mathematically achievable. Basis: €50 million revenue. Each lever corresponds to a concrete work programme.

Mio. €

Illustration of the lever logic at €50 million revenue. Not a project commitment. Actual potential depends on your specific starting situation.

What I concretely do

Four fields. Always with the same goal.

Transparency first, then the intervention, then the result. The same principle in every field. The measures are specific to your starting situation.

Purchasing & material cost

Often the biggest lever. I analyse the supplier base, price structures and tender history, and implement measures that show up on the P&L.

Supplier consolidation and new tenders
Make or buy analyses
Value analysis and cost structuring
Commercial terms and price escalation mechanisms

→ Effect on material cost ratio and EBITDA

Working capital & balance sheet

Inventory, receivables, payables: three levers that interact. I create transparency over capital tied up and implement concrete measures to free it.

Parametrising disposition and inventory management
Obsolete stock reduction and bill of materials optimisation
Customer and supplier payment terms
Receivables management

→ Cash freed up, better liquidity

Production & logistics

Productivity, capacity utilisation, vertical integration. I go on site, talk to the people, and find the levers that are invisible from the outside.

Capacity and shift planning
OEE analysis and bottleneck management
Logistics cost and network structure
Vertical integration and outsourcing decisions

→ Effect on personnel cost and OPEX

Transformation & post merger

When two organisations need to grow together, or a fundamental change is coming. I create structure, transparency and a shared target picture.

Data quality and operating model clarity
Organisational structure and responsibilities
Crisis management and stabilisation
Handover with lasting effect

→ Structure that carries without me

Due diligence

Operations and AI readiness in the target company

For buyers, PE partners and banks, I examine a target company in two directions. Operations: where are the working capital and P&L potentials, how robust is the operating model, what is realistic in the first 100 days? AI readiness: does the organization carry the decisions that AI there already prepares or makes?

The assessment is fact based, without embellishment, and directly usable for the investment decision and value creation plan.

On request