For example

Support for SAP S/4 implementation and development of a strategy for the entire application landscape following the spin-off of the automotive division as an independent company.

A medium-sized high-tech company overcame key challenges by implementing operational transformation, cost reduction, and management structure change. Long-term success was achieved by increasing OTIF to 95%, increasing production output by 33%, and improving competitiveness.

An interim CFO took on CRO responsibilities at a leading automotive supplier. Through financial restructuring, insolvency proceedings and strategic realignment of the subsidiaries, the financing, liquidity and stability of the globally active company were successfully secured.

DNS Net improves management reporting with a forward-looking CFO approach, automates financial processes and strengthens planning with innovative tools.

A global EMS provider in Germany made its supply chain more efficient under the Chief Transformation Officer, reduced working capital by 25% and increased sales by 10%.

Due to the below-average performance of the European production sites compared to the rest of the Group, more transparent reporting, an optimized personnel concept and solid budget planning were introduced. In particular, commercial processes were reviewed to identify potential for improvement.

How the market leader in animal husbandry and production systems achieved a successful turnaround and increased outbound sales sixfold through targeted process optimization, SAP adjustments and employee management. Challenges, measures and results at a glance.

Development of the medical technology division by increasing brand awareness and opening up the MedTech market through the launch of specific MedTech projects as well as increasing sales on the basis of the sustainable business plan developed by the project manager.

A medium-sized automotive supplier in the recycling sector was taken over by an international financial investor as part of a carve-out. The company was confronted with margin losses and declining competitiveness in the after-sales business.

A fashion retailer was struggling with high fluctuation rates and outdated technologies. The IT organization was stabilized through targeted measures such as the replacement of the second management level, the implementation of a risk tracker and the switch to an agile domain structure.

Identification and analysis of the factors influencing the net assets, financial position and results of operations (VFE) with the aim of developing a meaningful reporting system that supports management decisions and creates transparency in the VFE situation.

An Atreus Manager reduces prices at a manufacturer of automotive test systems, thereby cutting costs. It also increases efficiency.

An Atreus manager supports a mechanical engineering company in closing a non-profitable production facility, establishing a management company with an efficient shared service center, restructuring the supply chain and setting up a just-in-time (JIT) center

Improving transparency for management and promoting data-based decision-making, as well as developing an investment plan to optimise capacity utilisation with the aim of counteracting negative margins and delivery delays.

Development and implementation of a new sales plan and the introduction of innovative sales and marketing approaches with the aim of doubling sales in the food service sector and making the company’s overall strategy more transparent.

A manufacturer of vehicle components was faced with the challenge of filling a vacant VP Finance position at short notice while operations continued. By stabilizing the global finance team and successfully coordinating planning, business operations were maintained.

Project Manager in Operations at a German energy service provider: set-up and management of a company-wide transformation programme and management of post-merger integration (PMI) measures with the aim of reducing OPEX costs and creating transparency for all parties involved.

Ensuring production readiness through an effective precautionary and hygiene concept. Two new production lines with innovative products were successfully put into operation, leading to a significant increase in sales.

Development of innovation capacities at the world’s largest manufacturer in the metal and steel segment: new structure for innovation organisation, development of an ecosystem

Establishment of a robust investor relations function for the efficient dissemination of information with the aim of attracting new capital from investors and at the same time relieving the CEO and CFO of the burden of investor communication.

Development of a digitalisation roadmap for the finance division with the aim of driving forward the digitalisation of product lifecycle management and implementing production processes efficiently.

An Atreus Manager is responsible for setting up a finance team and filling the position of commercial manager, and creates cost transparency by reorganising production controlling. The automotive group etsblishes a new HR concept and budget planning.

Project management for a German energy service provider: Planning and implementation of an energy concept for a business park in Munich, with the aim of reducing grid losses and CO2 emissions with an investment of €12 million and a successful coordination of cross-location teams …

A high-tech producer is expanding due to strong growth with a new headquarters and logistics center. The project manager coordinates the new building and reconstruction work within the budget and time frame, ensures continuous delivery capability and selects suitable warehouse technology. The milestones were …

An Atreus front camera taskforce leader at a globally active French Tier 1 supplier overcame leadership and process problems in the front camera project. By restructuring the core team, introducing agile methods and team building measures, development cycles were shortened and customer satisfaction increased.

An Atreus overall project manager for the subsidiary of a German Tier 1, successfully carried out the retrofit of the object recognition system of autonomous shuttles in the Netherlands. The project was completed on time, with improved driving behavior and successful handover to the …

An Atreus project manager at a joint venture for zero-emission commercial vehicles successfully set up a department for controls and ADAS. Challenges were a lack of system development and team collaboration. Through various measures, he was able to meet legal requirements and customer expectations.

A medical technology manufacturer was experiencing difficulties in the global supply chain, with the delivery of customer orders and the breach of a covenant from the loan agreement with the banks. The objective for the Atreus manager was to stabilise the earnings and cash …

Overall planning and coordination with the service provider for a major infrastructure project is complicated. An Atreus scheduler and project manager restructures the planning, defines standard processes and reorganizes the planning team until the handover to a new team leader.

A battery pack developer and manufacturer has insufficient management expertise to move into profitable growth. An interim CEO from Atreus is tasked with implementing technology scaling, building a product line strategy, and repositioning a production line. He rebuilds team and processes and secures funding.

An automotive electrical supplier experiences the highest quality escalation mode and has a sharp decline in production output. An Atreus Quality Manager de-escalates the quality status after 3 months and restores trust in the collaboration between OEM and supplier.

An automotive supplier develops, produces and sells lithium batteries. However, the regulatory framework for field maintenance activities is inadequate. An Atreus Manager handles the after-sales field analysis, identifies and quantifies risks, and satisfies stakeholders.

An automotive supplier opens a new facility to manufacture high-performance battery systems. However, the production and assembly facility delivers defective products. A potential legal dispute looms and the customer escalates. An Atreus Manager takes over start-up control to quickly resolve the issues.

A global FMCG dairy company faces declining food service revenues for years. The ambition is to double the revenues of the Food Service Division Germany to €100m by 2025. An Atreus expert develops and implements a sales plan in alignment with the new business …

An Atreus Manager is responsible, among other things, for ensuring ERP performance at the customer’s site and identifying opportunities for improvement. In addition, he is responsible for the introduction of metrics for increased transparency of the project processes.

A manufacturer of vacuum pumps launched an operational excellence program and received support of an Atreus manager for a lean transformation. His goal was to accelerate change and to support cultural change.