Harald H. Meyer

Harald H. Meyer

Interim Management Focus

  • Restructuring, Turnaround and Reorganization
  • Efficiency Improvement, Cost Reduction, Business Model Optimization
  • Post-Merger Integration / Carve-Out
  • Mergers & Acquisitions

Harald H. Meyer is a Partner of Executive Interim Partners and has been successfully active for more than 20 years as an Executive Interim Manager at the top management level (CxO) as Managing Director, Board Member, and Supervisory Board Member.

His main focus lies in the restructuring and reorganization of mid-sized companies, corporates, and SMEs, where he has successfully managed a large number of restructuring assignments as CRO / Restructuring Managing Director, CEO, COO, and Project Manager.

His core competencies are in the areas of turnaround/restructuring, strategic and organizational realignment, business model optimization, post-merger integration, carve-out projects, process optimization, and the sustainable optimization of all corporate functions: administration, finance, controlling, production, supply chain, R&D, sales/marketing, insourcing/outsourcing, workforce reduction, as well as establishment, relocation, and closure of operations or business units. Mr. Meyer also has extensive experience in M&A and the purchase/sale of companies or business units (buy side/sell side), due diligence, and related contract negotiations and structuring.

Mr. Meyer studied business administration at the University of Göttingen, graduating as Diplom-Kaufmann at the top of his class in his field of study. After graduation, he completed an 18-month trainee program at a German major corporation and subsequently gained his first professional experience there; this was followed by five years as a product manager in international marketing at well-known branded goods companies in the consumer and durables industries.

He then moved into management consulting, where he gained extensive experience in international strategy, reengineering, and restructuring projects for mid-sized companies and corporates as Project Manager and Managing Director of Consulting. In this role, he achieved sustainable success.

In addition to his activities as an Interim Manager, Mr. Meyer also serves on a voluntary basis as a Board Member of the German Association of Interim Management (DDIM e.V.).

  • Chief Restructuring Officer / CEO of a family-owned corporate group in the construction / construction supply / wood products sector with approx. 3,500 employees, revenues of approx. €340 million and about 25 operating subsidiaries. Increase in corporate profitability / earnings swing of approx. +€17 million (EBITDA) in the 2nd year; increase in enterprise value of > +€20 million.
  • Chief Restructuring Officer (CRO) and Project Manager of a comprehensive restructuring project in the aviation-related technical sector at an airport site on behalf of an international group, revenues approx. €200 million. Defined detailed realignment of functions, make-or-buy analyses, site relocation/utilization/layout, workflows, closure/relocation of business units, outsourcing.
  • Managing Director / CEO of a corporate group in the building components and wood products sector with approx. €60 million revenues; 430 employees (holding company plus two operating firms). Development, integration, strategic realignment, introduction of an ERP system with Industry 4.0 standards, integration of functions/processes of two companies after carve-out situations from different ownership structures.
  • Chief Restructuring Officer (CRO) of a manufacturing company to execute a carve-out from an international group and transformation into a stand-alone company in the wood products / construction supply sector – revenues approx. €40 million. Implementation of independence across all functions, IT systems, processes / establishment of missing functions, finance/controlling, new organizational structure, new strategic positioning of the company for successful continuation.
  • Chairman of the Management Board of a sun protection company after takeover by a private equity firm; performance improvement and strategic realignment, revenues approx. €65 million.
  • Vice President Production of an international aerospace company in Switzerland – revenues approx. €800 million. Comprehensive project management and reorganization of the company’s production operations with responsibility for approx. 380 employees across various production areas / workshop facilities; overcoming acute crisis situation and carrying out systematic turnaround and change projects. Redesign of plant layout and processes, introduction of new manufacturing technology.
  • Project Manager of a comprehensive efficiency improvement program for the largest German municipal waste management company with approx. 6,000 employees; focus areas in administration, city cleaning, waste collection, real estate management, procurement, fleet management, consolidation/relocation of sites; successful achievement of efficiency improvement target: approx. €55 million.
  • Chief Restructuring Officer (CRO) and CFO of a medium-sized, family-owned company in the technical textiles sector – revenues approx. €25 million; break-even achieved within 3 months; operating result improved by approx. €2.0 million p.a. within 8 months.
  • Chief Restructuring Officer (CRO) supporting insolvency plan proceedings, consolidation, and strategic realignment of an insolvent company in the spirits industry on behalf of a renowned insolvency administrator.
  • Project Manager for comprehensive reengineering / Head of Procurement-SCM of a family-owned building technology company with approx. €200 million revenues; optimization and redesign of all key processes, implementation of a supplier portal.
  • Project Manager (CRO) of a comprehensive restructuring project in a large Eastern European telecommunications company with approx. 44,000 employees; analysis of key corporate processes (500 processes) and functions across all sites; enforcement/implementation of the new group structure, cost reduction of more than 20% of total costs, workforce reduction to approx. 24,000 employees.
  • Advisory Board Member of a company in the wood products sector with responsibilities including support in development and strategic realignment, improvement of market/competitive position, assistance in further developing functions and processes, as well as securing financing for the implementation of the growth strategy.
  • Advisory Board Member and active support of the management of a mechanical engineering company (power plant construction components) owned by a family office. General support for management in a current crisis situation, cost reduction, personnel measures, claim calculation and management, negotiations with major power plant customers, negotiations with house banks.
  • Supervisory Board Member of two portfolio companies of a private equity (VC) firm in the following areas:
    • Support of the management board of a portfolio company in the field of medical software.
    • Support of the management board and practical assistance in building up a company in the solar energy sector (startup).

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