Successfully restructured. EBIT turned from –2 to +4 million EUR.

In many projects there's no clear picture at the start: systems are incomplete, reports contradictory, everyone has a different story. Together with management and key personnel, facts are sorted and it's made visible which products, customers, plants and decisions destroy result and cash flow. Learning and recognising quickly is essential.

From this clear baseline, the few levers that actually turn EBIT are identified: margins, fixed cost blocks, inventory, payment terms, investment backlog. Building on this, rough magnitudes are calculated, measures prioritised and a realistic turnaround target defined.

In parallel, a small, effective turnaround team emerges from the strongest people in the company. Roles, decision paths and accountabilities for EBIT, costs and liquidity are clearly defined – away from silo thinking.

Then the prioritised levers are addressed: product mix and prices, customer and plant structure, overheads, processes, working capital and financing. The goal is a business model where costs, capacities, margins and cash flow align again.

Finally, controls and reporting are aligned to the new EBIT level – few, hard metrics for result, cash and productivity with clear accountabilities. Regular performance reviews ensure the turnaround doesn't remain a one-off project but becomes the new operating logic.