Interim Management

rs Partner Markus Bennemann acts as interim

Experienced executives
on a temporary basis.

Hands-on. Fast. Effective.

TMC views interim management as an entrepreneurial leadership role, not merely as the provision of a concept.

As experienced executives, we take responsibility during critical phases, consistently put jointly developed strategies into practice and stay the course. Even under pressure.

Whether it’s a transformation, an operational crisis or a turnaround: our focus is on implementation and feasibility. We combine expertise with decisive leadership, with the clear aim of securing sustainable business success.

Communicate clearly. Engage people. Build trust.

For us, management is not one-dimensional. Operational action, quick and confident decision-making, as well as communicative, adaptive and forward-thinking leadership must go hand in hand. Without convincing people, involving them and ultimately inspiring them, no change for the better – and thus no turnaround – can succeed. We translate goals into concrete to-dos, answer questions openly and early on, and empower middle management so that everyone knows: What is important? Who does what? By when? This creates certainty and trust.

Interim management has proven its worth in practice.

Our case studies provide an insight into the various industries and situations in which TMC has taken on responsibility – from operational restructuring and refinancing to managing companies during periods of near-insolvency or actual insolvency. The following examples illustrate how we stabilise and realign companies in critical situations, guiding them step by step back towards a sustainable future.

For us, interim management means not only taking on responsibility, but also making a tangible difference – quickly, clearly and on an equal footing.

The Caritasverband für die Diözese Speyer e. V. is a major welfare organisation with five subsidiaries and around 40 facilities in the Palatinate and the Saarpfalz district.

With areas of activity ranging from care for the elderly and support for people with disabilities to counselling, social department stores and support for the homeless, the organisation bears a high level of social responsibility.

At the same time, the organisation faced considerable financial pressure in 2024: against total turnover of around €256 million, a net loss for the year of €33.5 million was reported, of which €19.7 million comprised one-off write-downs. The adjusted operating loss stood at around €14 million.

TMC has been supporting the restructuring process since mid-2025. Since August 2025, TMC has also provided the interim management team, led by Markus Bennemann. The aim is to stabilise the organisation financially whilst ensuring its ability to operate effectively within a sensitive healthcare structure.

Key levers include the renegotiation of all service offerings with the funding bodies, as well as a comprehensive internal package of measures aimed at organisational streamlining and reorganisation. TMC, together with the interim management board, is responsible for steering and implementing these steps – with a clear focus on structure, priorities and sustainable impact.

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A company specialising in the development, production and sale of test technology for the automotive industry had been under considerable financial pressure for several years.

Within an internationally integrated group environment, the challenge was not only to define restructuring measures that would be effective in the short term, but also to ensure operational capability in Germany and at a foreign subsidiary.

TMC assumed responsibility at CRO level and on the management board of the foreign entity. The focus was on defining and implementing operational restructuring measures, realigning the business model, refining the product portfolio and standardising key processes. This significantly reduced complexity and the pressure on earnings. Following recurring losses of several million euros per year, the company was steered back to a profit in the current financial year.

An internationally active group of companies in the mechanical and plant engineering sector faced the dual challenge of safeguarding its day-to-day operations whilst simultaneously securing a viable refinancing arrangement.

The presence of multiple locations both domestically and abroad further increased the complexity, as financial, operational and communication matters had to be managed simultaneously.

TMC assumed responsibility in the roles of Managing Director, CRO and CFO. The focus was on preparing and implementing a refinancing arrangement involving the complete replacement of the previous lending banks, as well as stabilising and restructuring the operational business following the entry of a new investor.

Through the close integration of financing and restructuring measures, the group was successfully repositioned and its business operations secured for the long term.

A company in the food sector with a large workforce and a nationwide network of stores found itself in a particularly challenging situation during the COVID-19 pandemic. In addition to the general market disruptions, operations had to be maintained in a stable manner whilst the company was undergoing insolvency proceedings.

The challenge lay in ensuring both operational management and the safeguarding of the company’s strategic future under extremely difficult circumstances.

TMC assumed responsibility at CRO level and steered the company through this phase. The focus was on safeguarding day-to-day operations, implementing a restructuring plan involving debt relief, and overseeing the sale process through to the handover to an investor.

As a result, the company was not only stabilised but also successfully transitioned to a new ownership structure.

A pan-European service provider in the aviation industry was under considerable pressure during insolvency proceedings.

The challenge lay in continuing to run an international business with numerous locations, high operational complexity and demanding customer relationships within a sensitive market environment.

In addition to stabilising day-to-day operations, it was necessary to establish a viable outlook for the company’s future.

TMC assumed responsibility for management and took on the role of CRO/CEO, steering the operational restructuring process. The focus was on safeguarding business operations for the insolvency administrator, adapting structures and consistently improving results.

By closing two unviable business units, the earnings situation was significantly improved, and a balanced result was achieved after a prolonged period of losses. At the same time, TMC supported the sale process through to the successful handover to a private investor.

The challenge was to safeguard ongoing business operations amidst insolvency proceedings, implement operational restructuring, and simultaneously develop a sustainable financing and ownership structure. The group’s size, regional footprint and capital requirements made the assignment particularly challenging.

TMC assumed responsibility at board and CRO/CEO level and supported the insolvency administrator in ensuring the continuation of business operations. At the same time, extensive restructuring measures were implemented, business divisions were closed and the organisation was realigned.

In addition, the firm supported an M&A process and several major financing initiatives, including a bond issue, club deals and the refinancing of wind farms.

This laid the foundations for a viable continuation of the business and enabled the company to be transformed into a new, resilient structure.