Pooled expertise in cleantech delivers long-term success

A leading global manufacturer in the dynamic renewable energy sector was facing a series of complex and existential challenges. Significant price pressure, disrupted supply chains and an overwhelming range of products were hampering its development. At the same time, the production division was struggling with excessive costs, low capacity utilisation and outdated processes. Added to this were significant currency fluctuations, which destabilised financial planning and threatened the company’s long-term economic stability. Despite a strategic realignment initiated by the board, there was a lack of clear structures and the necessary capacity to implement the changes. It was evident that a comprehensive, simultaneous approach was required to rectify the multiple problems.

The problem areas were closely interlinked: a strategic gap in product management was hampering innovation and competitiveness due to a lack of clarity and understaffed teams. At the same time, operational inefficiencies in production – high costs, inefficient processes and the construction of a new plant in the Far East – were placing a strain on the company. Furthermore, uncoordinated hedging mechanisms and a lack of transparency regarding currency risks were jeopardising the reliability of financial planning. It was not possible to tackle these challenges in isolation or sequentially – only a simultaneous and coordinated solution could secure the company’s success.

To manage this complexity, the company relied on a multi-skilled task force working in parallel across key areas. In product management, a new department was set up, a clear roadmap was developed and the portfolio was streamlined. In production, an interim manager took on the role of COO, restructured processes, drove forward the construction of the new plant and introduced LEAN methods. In the finance department, currency risks were analysed and minimised through optimised hedging strategies and the introduction of IFRS standards. This holistic approach enabled synergies to be realised between the various measures.

The coordinated collaboration of the interim managers led to measurable successes: a professional product management department was established, a company-wide roadmap was communicated, and a new product range was successfully launched. In production, the plant in the Far East became operational on schedule and within budget, whilst flow production and LEAN methods boosted productivity, on-time delivery and quality. In the finance department, a comprehensive data analysis identified weaknesses; targeted hedging strategies reduced currency risks and stabilised financial planning. The simultaneous deployment of the interim managers not only enabled rapid solutions but also ensured a sustainable handover to their successors and the embedding of long-term processes.