Andreas Freutsmiedl

Andreas Freutsmiedl

Interim Management Focus

  • Business transformation under the most challenging conditions.
  • CEO, COO and CRO roles in family-owned businesses, PE-backed companies, listed corporations, start-ups, mid-sized companies and large enterprises
  • Turnaround Management: Restructuring, reorganization, strategic realignment, crisis management, stabilization
  • Performance Improvement: Strategy development, reorganization, value creation, cost reduction, efficiency improvement, business build-up, carve-outs, M&A and PMI

Andreas Freutsmiedl is a Partner at Executive Interim Partners GmbH.
A mechanical and process engineering graduate (Technical University of Munich, Germany), he brings more than 30 years of international leadership and industrial experience, including roles as CEO, COO and CRO.

As an Interim Executive and Trusted Advisor, he leads assignments from initial assessment through hands-on execution, with a strong focus on restructuring, performance improvement, M&A, carve-outs and strategic realignment. Andreas Freutsmiedl is known for hands-on leadership, rapid decision-making and measurable results – more effective than traditional consulting and more sustainable than pure project management.

His industry expertise spans leading companies in process industries, machinery and plant engineering, B2B services, energy and infrastructure, ranging from start-ups to international corporations.

Selected Management References

  • Chief Transformation Officer (Special-purpose machinery, equipment & services, €100m revenue, 570 employees): Corporate restructuring and strategic realignment; transformation program covering cost reduction, efficiency improvement and top-line initiatives; stabilization of large-scale project business; establishment of governance and project structures; carve-out preparation and sale of the Italian subsidiary; handover of a fully implemented transformation program to C-level management
  • VP Germany (Chemical production & site services, €194m OPEX, €36m CAPEX, 700 employees): Reorganization and cost reduction across two production sites; leadership of production, engineering, utilities, logistics and HSE; realignment of site services; reorganization and carve-out preparation including data room, tenders, contractual documentation and negotiations; execution of a comprehensive restructuring program including workforce measures
  • Business Unit Director (Measurement & analytical systems, global footprint, €20m revenue, 90 employees): Strategy development and target operating model; reorganization, efficiency improvement and business build-up; turnaround after multiple loss-making years; significant increase in order intake, revenue and margins; sustainable stabilization of operations in Germany and the USA
  • CEO & CRO (Machinery and plant engineering, €200m revenue, 1,100 employees): Restructuring in accordance with IDW S6; stabilization and restructuring of the group; cost, structural and growth initiatives; full responsibility for commercial functions and business units; intensive stakeholder and banking management; successful turnaround with material improvement in key financial metrics and long-term refinancing of credit facilities
  • Transition Director (Integrated Facility Services, €500m revenue, 6,000 employees): Due diligence, organizational development and business build-up; structuring and execution of the transition; establishment of new branches, recruiting and employee transfers; cutover planning and operational leadership of the Southern region; full achievement of scope, timeline and operational objectives
  • Head of Business Unit (Building Services Engineering, €70m revenue, 400 employees): Stabilization and strategic realignment of the business unit; strategy development, efficiency improvement and cost reduction; reorganization and integration of units; resolution of critical projects; successful business development and target achievement
  • CEO Division (Holding) and Managing Director of multiple subsidiaries (Manufacturing, installation, services & projects, Europe and Middle East, €200m revenue, 1,400 employees): Crisis management, stabilization and turnaround; realignment of strategy, organization, processes and ERP landscape; strengthening of market positioning; restructuring including closure of loss-making entities; preparation and execution support of the M&A process for the sale of the division
  • Managing Director & COO (Engineering, plant construction & services, €110m revenue, 850 employees): Cost reduction, reorganization and efficiency improvement; negotiation and conclusion of major service contracts (>€100m); post-merger integration of three entities; redefinition of organizational structures; business build-up in services and project execution
  • CEO (Renewable energy plant engineering start-up): Development of strategy and business model; organizational and business build-up; business plan and investor documentation; assessment of additional growth opportunities; structured stabilization and orderly wind-down of the company
  • Managing Director & COO (Manufacturing, installation & services for industrial and building technology, €20m revenue, 140 employees): Strategic realignment and cost reduction; reorganization and efficiency improvement; sales development and business build-up; group-wide sales and marketing initiatives
  • General Manager Business Development (Energy & site services, multi-utility, FM): Identification, preparation and evaluation of acquisition targets (combined revenues >€250m); development of industrial power plant projects (>€1bn offer volume, >€500m investment) under DBFO models; cross-country and cross-division outsourcing initiatives; negotiations through to signing readiness
  • General Manager & Regional Executive (Industrial and site services, chemical parks, projects & maintenance, €70m / previously €50m revenue, 550 / 380 employees): Reorganization, efficiency improvement and business build-up; acquisition of major projects; PMI and internationalization of project business; multi-year revenue and earnings growth with a doubling of return on sales; contributions to mergers, service development and branding initiatives

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