For example

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A fashion retailer was struggling with high fluctuation rates and outdated technologies.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 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.

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 French Tier 1 supplier in the automotive sector had to stabilize the ADAS project for an OEM after the short-term departure of a project manager. The challenges were project delays and a lack of communication. The project was successfully stabilized through transparent processes …

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 …

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 …

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.

The major infrastructure project showed a highly complex project structure: a large number of subcontractors with diverging interests as well as an unclear control structure and challenging approval situation. Therefore a board to accompany transformation and cultural change was established among other measures.

To meet the objectives of a rapid restructuring, reduction of personnel and quality costs, the accompaniment of the sales process and to create transparency and restoration of trust of the owner family an Atreus Manager halves the number of members of the management, reduces …

An Interim CIO / Restructuring improves data validity in reporting and planning data, reduces workload in controlling and achieves €500T savings through restructuring measures. He initiates insolvency proceedings as a prerequisite for sustainable restructuring.

The Commercial Managing Director of an Energy Service Provider resigned at short notice. An Atreus Manager steps in and creates transparency about sources of success, transfers liquidity, earnings and asset situation to a stable situation and reaches a forward-looking agreement with the shareholder on …

An Atreus Manager achieves a centralized IT landscape, the digitization of processes in administration and production and an increase in availability of machines by 10% and effectiveness in production by 15% and therefore an extreme automation of processes.

Atreus solves a classic bridging of vacancy during ongoing operations and very short-term takeover of a previous interim manager. His role was to smoothly handle typical day-to-day operations such as period-end closing, forecasting, weekly tracking, recurring analysis, etc. within the segment.

A manufacturer for personal care products comissioned two new product lines and makes great increase in sales. An Atreus Manager supports the company regarding their hygiene concept, the lowering of their manufacturing costs and error reduction.

A leading international pharmaceutical company harmonizes its three new sites and introduces a HR and IT strategy. Furthermore the terms and conditions of employment for the swiss sites were harmonized.