Michael Walter

Michael Walter

Interim Management Focus

  • Restructuring, turnaround, and operations
  • Mergers & acquisitions, post-merger integration
  • Growth and internationalization

Michael J. Walter is a partner at Executive Interim Partners.

Over the past twenty years, Mr. Walter has held managing director and executive board positions in medium-sized industrial companies, where he was responsible for the entire industrial value creation process.

Mr. Walter began his career as a manager and plant director at a small family-owned mechanical engineering company before becoming managing director, and later CEO and co-shareholder, of a corporate group in the European rail industry.

Subsequent roles, including the acquisition of a corporate group for a strategic investor and the restructuring of a non-ferrous metal industrial company as CRO, eventually led him to Executive Interim Partners.

Before studying mechanical engineering with a focus on manufacturing technology in Munich, he completed training as a naval officer.

Selected Interim Management References

  • Chief Restructuring Officer at a leading international non-ferrous metal producer and semi-finished products manufacturer (2,900 employees); successfully prepared and implemented restructuring and reorganization measures, including partial plant closure with relocation and outsourcing.
  • Head of Sales at a leading international non-ferrous metal producer and semi-finished products manufacturer; responsible for 60 employees and €680 million in revenue; increased order intake by 20%.
  • Interim Plant Director during a restructuring and mass layoff for a combined site with foundry and rolling mill operations (2,100 employees).
  • Project Manager for the acquisition of a foundry holding company with 2,000 employees and approximately €400 million in revenue; conducted technical and commercial due diligence and developed a comprehensive business plan.
  • Advisor to an Eastern European wheelset manufacturer (1,300 employees, €280 million in revenue); reduced lead times, improved production planning processes and organizational structures, and achieved significant inventory reductions.
  • Chief Executive Officer, rail technology company (1,100 employees, €240 million in revenue); acquisition of a French group, post-merger integration, reconfiguration of the product portfolio and production processes, development of a business plan, implementation of a group-wide ERP system, closure of the Paris headquarters, internationalization with a focus on India, China, and the USA, and establishment of a service network.
  • Managing Director, wheelset manufacturer (250 employees, €85 million in revenue); strategic realignment, development of a business plan, restructuring and reorganization, two shareholder changes, intensified research and development, and achievement of market leadership in the low-floor segment.
  • Manager and Plant Director at a contract manufacturer (120 employees, DM 20.5 million in revenue); implemented a quality management system in accordance with DIN ISO 9001, introduced a company-wide ERP system, realigned procurement both strategically and technically, acquired new customers for contract manufacturing, led manufacturing projects, and established key account and project management structures.

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