Get Into It

TrueNorth
Management
Consultants

Restructuring & Interim Management

get into it

TrueNorth
Management
Consultants

Mergers & Acquisitions und Carve Out

get into it

TrueNorth
Management
Consultants

Operational Excellence

get into it

TrueNorth
Management
Consultants

IT & Digitalisierung

true competence

TrueNorth stands for the conviction to support our clients sustainably with our own and lived management experiences and values.

As a company and as a team, we clearly stand out from the large mass of consultants. Not through the typical consultant insignia, lots of charts and colorful joy, but through a tangible and palpable consistent alignment of our actions with our values.

Our education at first-class universities, personal "polish" in excellently managed companies and, in some cases, many years of management experience are the solid foundation of our consulting work. Many years of work in top management consultancies give us the conceptual strength to analyze particularly complex situations clearly and to develop tailor-made solutions - you will find our project results in your P&L or balance sheet. 

We allow ourselves to be measured by our success - we also assume responsibility for implementation as interim managers on a case-by-case basis.

Our topics are RestructuringMergers & Acqusitions und Carve Out | Operative Exzellenz & Digitalisierung Curious, why we call ourselves TrueNorth? Read on!

Restructuring & Interim Management

Restructuring & Interim Management

Whether you want to initiate a necessary oeprative and strategic transformation at a timely stage or you are already in discussion with your financiers about the extension of an existing financing, re-financing or replacement of a financing or early indication of a performance failure - the focus is usually on far-reaching transformations, efficiency improvement and cost reduction programs.

From our point of view, after a successful conception (audit, independent business review or restructuring expert opinion according to IDW S6), a professional and tight measure management with direct reference to P&L and balance sheet is basically necessary for the implementation - A trustful and adequate communication with the stakeholders is essential for the success.

Often, the assignment of an interim manager in the role of Chief Transformation Officer (CRO) is required - we are well prepared for this and only "get off the boat" when the transformation is completed.

 
Mergers & Acquisitions und Carve Out

Mergers & Acquisitions und Carve Out

We live in times of volatility, uncertainty, complexity and ambiguity. Opportunities for new growth must be explored, new business models must be developed. The value creation structure must be regularly reviewed and adjusted.

This is where all the issues of organic growth through strategic and operational realignment come into play, but especially the options for inorganic growth (and also divestments) through appropriate mergers & acquisitions and carve-out measures.

We strongly recommend to initiate both project types with care and sufficient time in advance. As a matter of principle, we carry out very reliable forecasts of dis/synergies and manage your post-merger integration professionally and consistently. We are happy to be measured against this.

Operational Excellence

Operational Excellence

In the current times of volatility, uncertainty, complexity and ambiguity, every company is faced with operational challenges, especially in order to cope with technological upheavals and the associated changes in business models (including black swans). The value creation structure and chain must therefore be regularly reviewed and adapted technologically and structurally. The digitization of products and the holistic and digital design (from EDI connection to AI-based decision support/bots) of all processes end2end along value chains is condicio sine qua non.

In detail, it concerns the supply chains for B2B and B2C, the implementation of precisely matching IT architectures, but also the generally necessary customer- and process-oriented transformation of the organizational and management structure. Global/regional value creation structures are monitored via dedicated supply chain risk management systems.

We are at home here and will inspire you with the opportunities - always staying grounded and convincing in realistic manageable steps.

 
IT & Digitization

IT & Digitization

In the current times of volatility, uncertainty, complexity and ambiguity, every company is faced with operational challenges, especially in order to cope with technological upheavals and the associated changes in business models (including black swans). The value creation structure and chain must therefore be regularly reviewed and adapted technologically and structurally.

The digitization of products and the holistic and digital design (from EDI connection to AI-based decision support/bots) of all processes end2end along value chains is condicio sine qua non. In detail, it concerns the supply chains for B2B and B2C, the implementation of precisely matching IT architectures, but also the generally necessary customer- and process-oriented transformation of the organizational and management structure. Global/regional value creation structures are monitored via dedicated supply chain risk management systems.

We are at home here and will inspire you with the opportunities - always staying grounded and convincing in realistic manageable steps.

 

true brands

Our customers are medium-sized companies, renowned and well-known players in their segment, often champions in their field. They come from a wide range of industries including consumer goods (FMCG), engineering, media, printing and paper, and healthcare. We support both management and owners, often private equity funds, with consistently sophisticated, carefully crafted, unique and effective solutions.

As a team, we are proud of a large number of consulting projects, several interim management mandates as CRO (usually in transformation situations) and about 100 M&A transactions.

Discretion is a matter of honor - we are therefore very happy to give you more information only in a confidential personal conversation.

true results

Every company has its specific story, which is told in more than just numbers and which deserves our respect. As consulting solitaries, you can expect from us fundamentally customized and resilient solutions that contribute to the long-term survival of your company, with measurable results that you will see in your income statement and balance sheet - and against which we measure ourselves.

Chief Operating Officer for a label printing company (Switzerland, 50 mCHF turnover, 180 MA, private equity owned

Vollständige Verantwortung für die Operations: Einführung OEE | Qualitätsmanagement, Line Clearance | Supply-Chain-Optimierung | Verbesserung der Produktionsstruktur durch Maschinen-Rekonfiguration und Neuinvestition | Einführung betriebswirtschaftlicher Steuerungsinstrumente (teilkostenbasiertes Kal­ku­la­tionsverfahren Berichtswesen)

Chief Operatimg Officer for a paper mill (Germany, toilet paper and kitchen rolls, 90 mEUR turnover, 230 employees, 50 thousand t output in 7x24h operation, private equity backed)

Operative Verantwortung für die Supply Chain inkl. Produktionsplanung und -steuerung ind Einkauf | Kompletter Neuaufbau der Supply Chain von der internationalen Rohstoffbeschaffung bis zur Belieferung der Handelszentralläger – Neuverhandlung der gesamten Dienstleisterstruktur | Signifikante Liquiditätsverbesserung durch nachhaltige Bestandsreduktion (in der gesamten Wertzschöpfungskette) um 50% mit in der Folge >30% Bilanzverkürzung |  Einführung neuer, für FMCG geeigneten Planungs- und Steuerungsinstrumente.

Carve Out Manager/Chief Information Officer for a power plant engineering company (Germany, 65 mEUR turnover, 650 MA, private equity backed)

Umfassende Verantwortung für das Carve-Out bzw. erfolgreiche Ablösung der IT-Infrastruktur durch eine neue, externe gehostete Rechenzentrumsinfrastruktur und einer Anwendungslandschaft auf Basis Sage OL/HR | Projektvolumen 14,6 mEUR TCO5 | Budgetabweichung unter 1,5% | Weiterentwicklung der betriebswirtschaftlichen Steuerungsinstrumente (CRM, Kal­ku­la­tion, Berichtswesen).

Head of PMO for a medium-sized industrial holding (Germany,370 mEUR turnover, 2.900 MA, private equity backed)

Umfassende Verantwortung für das Project Management Office | Steuerung der nachhaltigen Maßnahmenumsetzung aus IBR-/Sanierungskonzept | Anwendung des TrueNorth-Cloud-PMO-Tools | Entwicklung Working Capital-/Produktions-Auslastungs- und HR-Monitoring | Entwicklung Sales Funnel Tools und BI/Dashboards. Deep Dives zu Themen M&A und Lean in den Industriesegmenten

Manufacturer of commercial vehicles (Germany, 65 mEUR turnover, 320 employees) - reorganization expertise and implementation support

Erarbeiten eines Sanierungsgutachtens | Sicherung der Liquidität, Cash-Management | Einführung eines Reportingsystems | Unterstützung der Geschäftsführung beim Turn-around-Management | Produktivitätssteigerung 

Book publisher (Germany, 100 mEUR sales, 250 MA) turnaround in 1½ years - increase ROS from -15% to +1% - as managing director

Erarbeiten eines Restrukturierungskonzeptes und Durchsetzung bei Eigentümer, Banken und Arbeitnehmervertretung | Sichern von 90mEUR Kreditvolumen, Reduzierung Verschuldung und Bankenverhandlung | 30% rPersonalabbau, Reduzierung variable Kosten rd. 10 %-Punkte, Kostensenkung | Weiterentwicklung der Organisation, Neuausrichtung der Production (Digitaldruck), Konsolidierung der Logistik, Reorganisation Vertrieb, Implementing Key Account Mana­ge­ment, Weiterentwicklung Vertriebsincentivierung | Schärfung der Markenprofile durch Reduzieren der Anzahl Marken und Neuerscheinungen, Fokussierung auf Spitzentitel, Einführung eines multi-channel Vermarktungskonzeptes

Manufacturer of medical technology (Germany/Austria, 40 mEUR turnover, 280 employees) - restructuring of a production site, closure of a business unit

Steuerung der Teilschließung am Standort (Personalabbau, Ausphasen von Produkten, Beenden von Lieferbeziehungen, Ersatzteilbevorratung, Beendigung von Entwicklungsprojekten, Sicherstellen der Dokumentationen, Bestandsabbau, usw.) | Neuausrichtung der verbleibenden Geschäftsbereiche

Healthcare company (Germany, orthopedic clinic with care and therapy facility of the Diakonie, 45 m EUR sales, 600 MA) - after 12 months EBT -7% to +4%.

Restrukturierungskonzept in Anlehnung an IDW S6 und Durchsetzung bei Eigentümer und Banken | Kurzfristige Bestandssicherung durch Liquiditätsmaßnahmen | Neugestaltung der Führungsorganisation und die Bereinigung der Beteiligungslandschaft | Deutliche und nachhaltige Kostensenkung insbesondere der Personalkosten | Strategische Neuausrichtung, insbesondere verbesserte und profitablere Auslastung der Infrastruktur | Weiterentwicklung der im Kern vorhandenen Geschäftssteuerungssysteme.

Web offset printing company (inserts and magazines) (Germany, 85 mEUR sales, 250 employees, print volume 80 thousand tons) - break-even in 6 months (EBIT -13% to 0%) as Managing Director (CFO/CRO)

Verbes­se­rung der Rohertragsquote (Einkaufsmaßnahmen, Pro­duktions­optimierung) und Fixkostenreduzierung sowie Neuausrichtung des Vertriebs und Aufbau einer Neukundenakquisition | Auf­bau eines wirksamen Controllings und moderner Kalkulationsverfahren, Kommunikation mit den Finanzierern.

Logistics service provider (Germany, packing and stevedoring company, 30 mEUR turnover, 170 employees) - reorganization expertise and implementation support

Erarbeiten Sanierungsgutachten in Anlehnung an IDW S6 und Umsetzungsbegleitung (Bankenberichtswesen, Maßnahmencontrolling, konzeptionelle Unterstützung) | Anpassung der Kapazitäten: Zusammenlegung von Gesellschaften, Schließung von 3 Standorten mit Kapazitätsreduzierung mit 30% Personalabbau, Aufbau Controlling | Reduzierung der Komplexität u. a. durch Bereinigung der gesellschaftsrechtlichen Struktur | Sicherstellung der Banklinien und der Finanzierungsbeiträge der Gesellschafter, Maßnahmenmanagement.

Manufacturer of sanitary fittings (Germany, 240 mEUR, 1,300 MA) - reorganization concept and support of the reorganization in the area of supply chain/operations

Einführung eines modernen Einkaufs-Tools | Senkung der Bestände um 30 | Reorganisation von Teilen der Fertigung | Entlastung und Produktivitätssteigerung der Fertigung durch systematisches Insourcing bzw. Outsourcing | Entwicklungsplattformen für zukünftige Produkte definiert | Systematik der Vertriebs- und Produktionsplanung überarbeitet | Reporting modernisiert | Varianten- und Sortimentsbereinigung

Media company in the radio/TV sector (Germany, 130 mEUR, 470 MA) - Cost reduction in the overhead area

Analyse der Overheadprozesse und -strukturen | Identifikation von Einsparungsmöglichkeiten | Begleitung und Management der Outsourcingprozesse

Paper mill (Germany, toilet paper and kitchen rolls, 90 mEUR turnover, 230 employees, 50 thousand t output in 7x24h operation, private equity owned) - as COO

Operative Verantwortung für die Supply Chain inkl. Produktionsplanung und -steuerung, Einkauf | Reibungsloser Weiterbetrieb der Operations am „day 0“ | Kompletter Neuaufbau der Supply Chain von der internationalen Rohstoffbeschaffung bis zur Belieferung der Handelszentralläger – Neuverhandlung der gesamten Dienstleisterstruktur | Erhebliche Kapitalfreisetzung durch Bestandsreduzierung auf allen Stufen um 50% (>30% Bilanzverkürzung) mit der Einführung neuer, für fast-moving-consumer-goods geeigneten Planungs- und Steuerungsinstrumente.

FMCG consumer goods manufacturer (700 mEUR sales, 2,000 employees, output in the plant under consideration approx. 40 trucks/day, main customers: Discounter

Optimierung der Supply Chain und der Produktionslogistik in einem Werk | Untersuchung Materialströme ins, im und aus dem Werk und Überprüfung der Logiken der Materialflussteuerung | Konzept für die Weiterentwicklung der Supply-Chain, insbesondere der Planungs- und –steuerungsinstrumente des Gesamtunternehmense | Maßnahmen und Umsetzung zur Verbesserung von Materialfluss und Produktionseffizienz.

Paper mill (Germany, toilet paper and kitchen rolls, 90 mEUR turnover, 230 employees, 50 thousand t output in 7x24h operation, private equity owned) - as COO

Operative Verantwortung für die Supply Chain inkl. Produktionsplanung und -steuerung, Einkauf | Reibungsloser Weiterbetrieb der Operations am „day 0“ | Kompletter Neuaufbau der Supply Chain von der internationalen Rohstoffbeschaffung bis zur Belieferung der Handelszentralläger – Neuverhandlung der gesamten Dienstleisterstruktur | Erhebliche Kapitalfreisetzung durch Bestandsreduzierung auf allen Stufen um 50% (>30% Bilanzverkürzung) mit der Einführung neuer, für fast-moving-consumer-goods geeigneten Planungs- und Steuerungsinstrumente.

FMCG consumer goods manufacturer (700 mEUR sales, 2,000 employees, output in the plant under consideration approx. 40 trucks/day, main customers: Discounter

Optimierung der Supply Chain und der Produktionslogistik in einem Werk | Untersuchung Materialströme ins, im und aus dem Werk und Überprüfung der Logiken der Materialflussteuerung | Konzept für die Weiterentwicklung der Supply-Chain, insbesondere der Planungs- und –steuerungsinstrumente des Gesamtunternehmense | Maßnahmen und Umsetzung zur Verbesserung von Materialfluss und Produktionseffizienz.

true values

Our company name is an expression of our values. That is why we have given ourselves a name that is inscribed with direction and sincerity at the same time: With a clear view of the goal. Cool in thinking and with passion for the cause. True to the facts in analysis, transparent in implementation. And as reliable as the gyroscopic compass that indicates true north and which rarely coincides with magnetic north - TrueNorth.

meet our partner team

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TrueNorth Management Consultants PartGmbH

Heymannstrasse 5 | 20253 Hamburg | Germany

+49 40 819 842 61 | info@truenorth.de


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