I take responsibility when owners, boards and investors need control, pace and measurable impact — in transformation, turnaround, carve-out, PMI and operating model situations.

Not an advisor. Accountable for execution.

CEO · COO · Chief Restructuring Officer · Executive Mandates
Transformation · Turnaround · Carve-out · PMI · Operating Model Redesign · Performance Recovery

Transformation pressure rarely appears as one single issue.


Revenue decline, margin erosion, stalled transformation, succession issues and portfolio conflicts are often symptoms of a deeper issue: direction, control or consequence are missing.


At that point, organizations do not need another report.
They need direction, pace and the authority to decide.

I do not enter situations as an advisor.
I bring analytical precision — and assume responsibility with mandate, clarity and consequence.

I take on mandates when direction, control and execution become critical —
with clear accountability, operational proximity and measurable impact.

Restore Direction

When leadership loses orientation and
decisions no longer translate into impact.

Typical interim role: CEO /
Managing Director – full responsibility

Restore Direction

Strategy is there – but direction is absent.
Leadership exists – but lacks cohesion.
Decisions are made – but lack traction.

I take ownership –
with clarity, focus and accountability.

Secure Control

When operational complexity slows performance and
transparency is missing.

Typical interim role: COO /
Supply Chain / Site responsibility

Secure Control

Processes exist – but don’t align.
KPIs are tracked – but governance is weak.
Efficiency is targeted – impact remains elusive.

I build structure –
system-deep, execution-ready.

Drive Transformation

When change has started but has not
taken hold in the organization.

Typical interim role: Chief Transformation Officer /
Transformation Lead

Drive Transformation

Change is launched – but never lands.
Structure, culture, tech – out of sync.
Initiatives fade before they take hold.

I anchor transformation –
tangible, measurable, real.

Restore Stability

When cash, trust or operational control
come under pressure.

Typical interim role: CRO /
Restructuring & Recovery

Restore Stability

Liquidity fades, direction is lost.
Actions begin – but achieve little.
Trust erodes – uncertainty rises.

I restore control –
decisively, transparently, with substance.
Recognizing Complexity. Creating Clarity. Driving Meaningful Transformation.

Five capabilities, one ambition: Strengthening businesses – structurally, culturally, financially.

Driven by seasoned experience, a focus on what truly matters, and the depth of execution that secures lasting change.

Strategy & Transformation
Rethinking strategies, business models, structures, and processes — and anchoring them in execution. ▼
Realign strategy and business model
Set direction – enable transformation
Empower through clarity and leadership
Restructuring & Turnaround
When pressure rises, leadership, pace and resilience make the difference. ▼
Safeguard liquidity, streamline structures
Realign value creation
Engage stakeholders – with intent
Performance & Results
Redefining competitiveness – from the inside out. ▼
Embed Lean, OPEX, AI and automation
Optimize processes, workflows and cycle times
Strengthen control and transparency
Organization & Leadership
Taking control, strengthening structures, shaping culture. ▼
CEO / CRO / COO mandates and board roles
Design and lead transformations
Establish governance and strategic clarity
M&A & Integration
When the deal is done, the real work begins. ▼
Steer transactions – strategically and operationally
Design and deliver PMI processes
Drive growth and support carve-outs

Selected Engagements Backed By Responsibility.

Case Study: Transformation Of An Industrial
Company In The Recycling Sector

Industry: Recycling / Manufacturing
Family-owned business, revenue: > €300m
Role: Interim General Manager & CTO
Engagement duration: 8 months

Situation and Challenge

  • Following an abrupt leadership change, the company became structurally and operationally unstable.
  • The transition created a leadership vacuum and internal disorientation.
  • Unclear responsibilities, lack of control, and ongoing regulatory approval issues led to a loss of trust — both internally and externally.
  • At the same time, pressure from volatile markets and regulatory demands increased.
  • Several key projects fell out of control — causing significant additional costs.

Approach and Measures Taken

  • Re-established the leadership structure — clarified responsibilities, implemented steering routines.
  • Created transparency across finance, projects, and decision-making pathways.
  • Prioritized critical projects, secured implementation via supplier negotiations.
  • Actively communicated with banks, authorities, external advisors, and shareholders to rebuild trust. 

Results and Achievements

  • Stabilized the organization and restructured it for operational readiness; secured key personnel; reappointed the leadership team (partly from within).
  • Redesigned decision-making processes and established company-wide binding policies.
  • Realigned production and technical departments; revised investment logic — delivering significant efficiency gains over subsequent years.
  • Trust sustainably restored with stakeholders, authorities, and workforce.
  • Enabled new investments, growth, and regulatory security.

Case Study: Operational Turnaround Of
A Metal-processing Automotive Supplier

Industry: Automotive / Metal
PE-backed company, revenue: > €40m
Role: Interim COO | CFO
Engagement duration: 7 months

Situation and Challenge

  • A mid-sized metalworking automotive supplier within a private equity portfolio came under substantial earnings pressure.
  • Rising material costs due to geopolitical tensions, disrupted supply chains, and lack of financial transparency complicated management control.
  • Operational stability was at risk; the portfolio contribution was unclear.

Approach and Measures Taken

  • Streamlined production processes, stabilized material flows, introduced Lean principles.
  • Conducted renegotiations with OEMs due to sharp increases in material costs.
  • Realigned procurement and supplier structures – reduced costs, improved supply reliability.
  • Established controlling and forecasting structures – created weekly transparency.
  • Refined leadership processes – clear roles, daily steering sessions, focus on outcomes.
  • Developed a strategic roadmap for investors – including growth assumptions and financial path. 

Results and Achievements

  • Material costs significantly reduced – via targeted renegotiations and supplier restructuring.
  • +15% increase in production efficiency through leaner processes and takt time optimization.
  • Restructured order management – improved response speed and reliability for customer inquiries.
  • A sustainable EBITDA turnaround was initiated, investor confidence restored, and new strategic options prepared – restoring decision-making flexibility.

Case Study: M&A Execution For A Mid-sized
Industrial Manufacturer

Industry: Mechanical and Electrical Engineering
Owner-managed company, revenue > €20m
Role: End-to-end responsibility for the M&A process

Engagement duration: 5 months

Situation and Challenge

  • A family-owned industrial manufacturing company in the mechanical engineering sector was preparing for a succession solution.
  • The shareholders opted for a structured M&A process – with the goal of securing a sustainable future for employees, market presence, and value creation.
  • Despite operational stability, the company lacked internal resources and experience for a professional execution.

Approach and Measures Taken

  • Project structure established – with clear roles, processes, and defined milestones.
  • Information memorandum and business plan developed jointly with the shareholders.
  • A targeted investor approach was developed and actively managed – addressing both strategic and PE investors.
  • Due diligence actively managed – including data rooms, Q&A, and internal alignment.
  • Negotiations supported – with a focus on feasibility and balanced interests. 

Results and Achievements

  • Targeted investor interest – several indicative offers already in Phase 1.
  • A transparent presentation of operational potential preempted unnecessary follow-up questions.
  • Process executed cleanly – without interfering in day-to-day operations.
  • Shareholder confidence strengthened – solid decision-making basis created.
  • Negotiations led through to final round, company successfully sold.
  • Carve-out preparations completed. Implementation initiated.

For mandates, input or an open exchange – I look forward to hearing from you.

Dr. Alexander Toussaint
Industrial Transformation Executive

Executive with a mandate for transformation, M&A and

performance responsibility



Mobile: +49 173 54 88 154
E-Mail: toussaint@at-advisory.de
Web: www.at-advisory.de

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