F&p case studiesHow can I initiate a turnaround in a difficult economic situation?
An interim CFO took over the financial management of a €300 million education group with 16 companies and 3,000 employees – after replacing the previous CFO. The earnings situation was critical and the company was already undergoing a far-reaching transformation process.
What was the specific task in this project?
- The growth-oriented education group was undergoing a transformation process with a strategic realignment
- The economic situation was tense and the earnings situation was considered critical
- Taking over the management of the CFO division with up to 60 employees after replacing the previous CFO
- The aim was to restore economic transparency, initiate the turnaround and secure the transformation financially
What does commercial support for a transformation actually look like?
- Development of effective control mechanisms that reflect the changed business model
- Structural further development of controlling processes for earnings management
- Realignment of the financial organization to the new corporate structure
- Stable commercial support throughout the entire change process
What was the key to stabilization during the transformation phase?
- Introduction of integrated financial and corporate planning
- Close integration of strategic and operational controlling
- Active performance management despite ongoing structural changes
- Early identification of earnings potential and risks
What results have been achieved in a short space of time?
✅ Financial stability during the transformation
✅ The transformation was successfully secured economically
✅ New management tools now enable future-oriented management
✅ The basis for sustainable growth in the dynamic education market was created
Frequently asked questions about corporate transformation and turnaround
How do I economically secure a transformation?
Economic security is achieved through integrated financial and corporate planning, continuous performance controlling and flexible financial structures. It is important that commercial management is adapted to the new business model – and this is exactly what was successfully implemented in our project.
What to do if the earnings situation is critical?
Crisis situations require rapid analysis, clear decisions and consistent implementation. In our project, the critical situation was stabilized through new control mechanisms, adapted controlling processes and resilient liquidity management – without stopping the transformation.
What role does the CFO play in corporate transformation?
The CFO is a key figure: he creates economic transparency, ensures liquidity, develops sustainable planning instruments and supports structural and strategic changes. In the project, our interim CFO took over the entire commercial management and built a sustainable financial foundation under the transformation.
What does economic stabilization mean during a transformation?
This means that the company remains solvent despite structural and strategic changes, investments are planned sensibly and the earnings situation does not slip further. Strong financial management is therefore needed “under the change”, not just afterwards.
Who implemented the project?
Dipl.-Kfm. Frank Wedekind, experienced interim CFO
Role: Management and realignment of the entire CFO area
Expertise: Transformation, turnaround, controlling structure, management in a crisis
