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Phase 1: Turnaround of a market-listed bank using “Bankverein Werther” as an example

This is the second case, where a market-listed company of the financial sector was able to be restructured starting from the chairman of the supervisory board.

Phase 2: Turnaround of a market-listed bank using “Bankverein Werther” as an example

This turnaround was a tedious time-consuming process. It was a difficult undertaking to convince the mandate-holders, that  their „estate” (inherited assets) were an integral part of the problem and not a part of the solution.

Restructuring of a market-listed financial service provider

Turnaround from a -35 million euros deficit to +75 million euros profit and staff reduction from 104 to 4 through a portfolio wipe-out and 47% cost cutting quota. The takeover leading up to this was an unplanned hostile process.

First real hostile takeover of a market-listed company in Germany

Nominated by Price Waterhouse Coopers for M&A Deal of the Year 2001 and for Hostile Take Over of the Year 2001. As the unsuccessful takeover bid shows, „unfriendly takeovers” are not freely transferable.

Disposition of internet companies to buyers Energis plc. and TelDaFax AG

Examples of successful transactions from companies in deep crisis to respectable corporate groups. For the older financiers it could only be the solution to a problem.

Project management of the technical changeover of the DEBIS NETWORK to T-Data GmbH

Classical project management to organize and coordinate a changeover process of 180 nodes throughout Germany in 12 weeks. Project management theory and its tools are overestimated.

Negotiation of transfer tarifs/prices within a joint venture involving three international corporations

Implementation of a sensitive joint-venture contract aspects between 3 nations (Global One: Sprint USA-Telekom AG, France Telecom). Joint ventures of this caliber are highly complex matters.

Privatization Eastern Europe, Romania

With this project in Romania, the first successful attempt at privatization in Eastern Europe took place. A completely different privatization process was implemented in Romania.

Privatization Eastern Europe, Poland

Due diligences from 120 companies from a mix of sectors. Typically, the privatization process was set up differently in each Eastern European country.

Proactive funding of the first divisional tv-channel as part of German free tv

The organisation of leading investors for a news channel start-up concept, based on the idea of CNN. The meticulous division of interests is essential, if a project comes to a halt.

Entire funding of a “HDTV Nutcracker-Production” involving Sony and Unicef and the Basel ballet

The production of a ballet using the latest technology and prime partners to achieve second place in the most sold classical videos world-wide. Initially there was no movement in the areas of social sponsoring and cultural sponsoring.

Vanguard

Further description is soon to follow

Curanis

Further description is soon to follow

Bauxit-License

Further description is soon to follow

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