Andreas Denker

Andreas Denker

Interim Management Focus

  • CEO|CRO roles in Public, Private & PE companies
  • TopLine Perfomance Improvement
  • Crisis Management & Excellence Programs
  • Value Chain Transformation & Expansion: M&A | Buy & Build | PMI
  • Management of large international projects

Andreas Denker is Senior Advisor at Executive Interim Partners.

Andreas was previously Executive Vice President Globals Sales & Marketing at Homag Group AG, a hidden champion and global market leader in mechanical and plant engineering for the woodworking industry. During this time, he restructured the Group’s sales function and was successfully responsible for the transformation of the HOMAG brand into a technology company and market leader in the field of digitization with Industry 4.0 solutions.

Prior to this, he was CEO of the Industry Division of Vallourec SA (formerly Vallourec & Mannesmann), a leading manufacturer of pipe solutions for the global energy and industrial markets. There he organized the successful transformation towards the high-margin end-customer business and diversification into the growth market of renewable energies with innovative system solutions for offshore wind energy.

He began his professional career in the aerospace industry at Airbus/Dornier, where he led the commercial management of large projects in complex international cooperations.

Andreas has more than 15 years executive management experience in international turnaround assigments of medium to large size corporations in Europe, Asia and the US. He served as CEO|CSO|CRO|CFO with a track record in successfully restructuring and transforming companies in challenging industrial markets.

Andreas studied in Freiburg and Constance and has a Master Degree in Economics. He is also a qualified Supervisory & Advisory Board Member certified by the Board Academy in Munich.

Selected Management References

  • CRO|DG at an automotive Tier 2 supplier in the metal forming sector in France (300 employees 70 M€ turnover). Crisis management/Chapter 11, negotiation and implementation of a social plan, reorganisation of production and transformation of sales 2 ½ years)
  • CSO of a hidden champion in mechanical and plant engineering (6,000 employees €1.1 billion sales). Design and operational implementation of a global commercial excellence project with more than 1,000 sales & service employees in 26 national subsidiaries; development of key account management (2 years)
  • CRO|CFO at a manufacturing company in the supply chain of the electronics industry in the US (400 employees|50 M$ turnover). Crisis management, restructuring and refinancing of the company (2 ½ years)
  • CRO | PDG at a coating company in France (400 à 150 employees | 50 à 20 M€ turnover). Crisis management/Chapter 11; carveout & split into 2 independent companies, optimization of production|administration|sales, negotiation and implementation of a social plan; investment offensive & diversification (3 years)
  • CRO | CSO at a medium-sized company in the field of surface technology with production and plant engineering activities (100 employees | 25 M€ turnover). Realignment to the core business: Carveout & MBO of plant engineering, Exit JV China, and sales optimization (3 years)
  • GM Business Development and Managing Director at a family owned industrial conglomerate. Development of a new high-margin business in the supply chain of the automotive industry Tier 1|2|3 with electro-mechanical components. Implementation and execution of a buy and build strategy with 6 M&A transactions (5 years)
  • Commercial Manager of a major project in the Aerospace/Defense industry (500M€ order volume). Management of the acquisition team and the commercial management team in the project development phase. The project was carried out as general contractor of an international consortium with 13 companies in 6 countries on time & on budget at a fixed price (4 years)

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