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Embracing Responsibility When Pace is High and Stagnation is Not an Option
Achieving success in organisations with direct customer impact and no scope for interruptions.
Our Approach
No programmes.
No concepts.
Instead, decisions that were supported and implemented properly.
The following examples demonstrate situations where organisations worked at high speed – with direct customer impact and no room for interruptions.
Manpower Group
Regional Scaling with P&L Responsibility
Initial Situation
Region with 20 branches and approximately €70 million in revenue. Growth, increasing complexity, and later additional economic pressure.
Challenge
  • Many locations, diverse working methods
  • High burden on leadership
  • Administrative tasks tied up capacity
  • Managing growth and crisis simultaneously
Approach
  • Reorganisation of the regional structure
  • Clear responsibility for revenue, personnel, and results
  • Establishment of a central Shared Service Centre for up to 2,100 employees
  • Consolidation and realignment of business units
  • Management of growth, restructuring, and short-time work
1.1K→2.1K
Employees
Scaling despite crisis
20
Branches
Uniformly managed
€70M
Revenue
Economic stability

Result: Scaling from 1,100 to 2,100 employees. Economic stability despite the crisis. Leadership significantly relieved. Structures that held up even under pressure.
Deutsche Post CSC
Growth Under High Operational Load
Initial Situation
Two customer service locations with around **300 employees**, new projects, high time and performance pressure.
Challenge
  • Leadership heavily involved in daily operations
  • Rapid recruitment of staff required
  • Social partners had to be involved for the first time
Approach
  • Further development of the leadership structure
  • Re-staffing of **6 team leader roles**
  • Recruitment of **130 employees in 3 months**
  • Clear responsibilities in operations
  • Close coordination with social partners
Highest increase in employee satisfaction throughout Germany
Result: Stable operations despite growth. Highest increase in employee satisfaction throughout Germany. Sustainable structure for further growth.
Logistics
Site Transition without Interruption of Operations
Closure & Reconstruction
Starting Position: A logistics site could no longer be operated due to spatial reasons. A fundamental decision was pending: Merger, Sale or Closure.
01
Challenge
130 affected employees, high employment law and communication requirements, many internal and external stakeholders. Simultaneously, a new site had to be established.
02
Preparation
Preparation and support for the site decision. Development of fair offers for employees. Decision on travel expense and relocation cost allowances.
03
Implementation
Execution of 130 modification notices. Close collaboration with management, operations, social partners, and external legal counsel.
04
Reconstruction
Establishment and ramp-up of the new site despite being 100 km away.
>50%
Employees transferred
Despite 100 km distance to the new site
2/130
Employment law claims
For 130 modification notices
Result: More than 50% of employees transferred despite the 100 km distance to the new site. Only 2 employment law claims for 130 measures. Stable transition. New site successfully established and expanded.
International | White- & Blue-Collar
Restructuring HR & People Operations for further Growth
Starting Point
Strong growth domestically and internationally. An HR team of 17 employees was responsible for People Operations, Payroll, Fleet Management, and Systems.
Challenge
Processes, systems, and responsibilities had not grown with the company
Unclear responsibilities between Operations and HR
Varying working methods in administration, logistics, and production
Workforce planning and systems overloaded
International issues (Payroll, Fleet Management, Suppliers, Structural questions) unresolved
Approach
  • Clear definition of who is responsible for what – between HR and Operations
  • Simplification and standardisation of central processes
  • Guidance for operational departments on using processes and systems
  • Optimisation and automation of HR systems
  • Review and adjustment of workforce planning
  • Further development and targeted expansion of the HR team
  • Clear decisions on international setups and suppliers

Outcome
Clear responsibilities and less friction. Noticeable relief in day-to-day operations. Systems again usable and scalable. HR supports growth – instead of hindering it.
Recruitment Moved Out of Repair Mode
Leadership & Key Roles Under High Time Pressure
Initial Situation: Recurring mis-hires despite high recruitment activity. Many interviews, long processes – yet dissatisfaction after just a few months.
Problem
Roles were not clearly defined
Expectations
Differences between leadership, HR and departments
Interviews
Impressions, but no basis for decision-making
Recruitment
Had to compensate for what was not structurally clear
Approach
01
Clarification of what a role is truly responsible for – before the search
02
Alignment of requirements with team and leadership context
03
Translation of vague criteria ("hands-on", "strategic", "resilient") into clear selection decisions
04
Structured preparation of interviews and decision-making rounds
Recruitment became anageable – instead of reactive
Result: Significantly faster appointments. Noticeably fewer incorrect decisions. Less readjustment after hiring. Recruitment became manageable – instead of reactive.
Service, Retail & Operational Functions
End-to-End Recruitment under Volume and Time Pressure
Initial Situation
High staffing requirements in a short timeframe, multiple locations, direct impact on service and delivery capability.
Challenge
  • High frequency, little lead time
  • Varying requirements per location
  • Management heavily involved in daily operations
Approach
  • Clear recruitment strategy across all locations
  • Structured selection process for operational and leadership roles
  • Close coordination between Operations, Recruitment, and Management
  • Utilisation of uniform criteria instead of individual opinions

Outcome
High placement rate in a short timeframe. Stable operations despite growth. Management relieved, as decisions were prepared. Recruitment as a reliable component of the organisation.
FMCG Environment
Master Vendor Introduction for Production & Logistics
Initial Situation
High demand for external personnel, rising costs and increasing coordination effort.
Challenge
  • No standardised control of external service providers
  • Low transparency regarding deployment and costs
  • High coordination effort between departments
Approach
Introduction of a central Master Vendor model
Clear demand definition and management
Close coordination between Operations, HR, Purchasing, and external partners
Introduction of external personnel planning with regular monitoring
Outcome
Improved Planning
Structured demand management
Greater Transparency
Clear overview of deployment and costs
Tangible Cost Control
Efficient resource utilisation
Less Friction
With full legal certainty
Interim Management | Service & Logistics
Rapid Growth Without Loss of Quality
Initial Situation: Simultaneous site development and restructuring, new customer projects, high time pressure.
Challenge: Growth was not allowed to jeopardise quality and stability.
Approach
  • Building new teams
  • Clear personnel and deployment planning
  • Re-staffing of leadership positions
  • Adaptation of structures and processes
400% Growth
in 12 Months
Result: 400% growth in 12 months. Increasing quality metrics. Successful acquisition of new customers.
Where these successes originated
In fast-paced organisations with direct customer impact
Logistics
Fast processes, direct customer influence
Production
High frequency, continuous operation
Service
Direct customer contact, high expectations
Tech-related environments
Rapid development, agile structures
FMCG
High volumes, short cycles
High-growth organisations
Scaling under time pressure
In fast-paced organisations with direct customer impact and little room for standstill.
What Connects All Successes
Decisions Were Made – Not Postponed
Responsibility Was Clearly Defined
Implementation Occurred Without Interrupting Day-to-Day Operations
Growth Was Sustained, Not Compensated
Next Step
If you want to check if your organisation is currently leading – or just reacting, let's talk.