Reference Projects
Wallrodt Consulting exists to solve the critical issues facing our clients, both large and small.
Operational Excellence
Restructuring loss-making locations

As the Managing Director Aviation for an international company, I restructured all sites and implemented the continuous improvement process according to the principles of the Toyota Production System and Lean Management. In parallel, I built a strong sales, marketing, and business development team through sales training, and motivational events, and new performance-based contracts. The comprehensive change management process and culture change could only be realized through transparent communication. We achieved the turnaround of the previous two loss-making sites.
Above-average development of the business

As the Vice President Compressors EMEA & Managing Director for an international company, I was responsible for a $500 million business with 500 employees, First, I professionalized sales of throughout the EMEA region. This included training, technical courses, networking sessions, and team-building activities to improve national and international cooperation.
I implemented extensive measures to improve results. These included restructuring the management team, improving the talent management process, and selectively reducing headcount in Germany and the UK by a total of 15% in EMEA. In addition, processes such as sales order processing were reengineered, extensive product transfers were made between plants in Germany, Finland, and Italy, and plants were closed, and preparations made for a greenfield project. Production of small compressors was transferred to China. Consolidation of the UK sites took place.
EMEA advanced to become the region with the best growth in operating profit. The EBIT margin grew from 11% to 15%. By establishing best-in-class HS&E processes, we also became the region with the best safety results and culture.
Establishment of a low-cost location in Eastern Europe

As the managing director for engines and APUs in an international company, I was responsible for setting up a Czech low-cost repair and overhaul site with over 120 employees. The task included coaching new managers, setting up a local management team, and implementing the KPI and the management operating systems. The low-cost location was a success story because we achieved the targeted cost reduction with a highly motivated team.
Customer Relationship
Aftermarket growth

As the Vice President Sales & Marketing EMEA, I took over the compressor and blower business in the region with a turnover of $800 million.
I led a regional organizational structure to optimize growth with a focus on sales in Eastern Europe. We achieved organic growth in the emerging markets of Russia, Turkey, Saudi Arabia, and Africa. The aftermarket grew by 10% through service contracting and downstream growth.
Substantial expansion and securing the future of the business

As the managing director in Germany for a defense company I established a strong business development, opened new markets in Eastern Europe. In parallel, I further expanded the business in Germany, achieving a total growth of 30% within one year. This was achieved by acquiring new aircraft, recruiting qualified staff, and obtaining further certifications. Furthermore, we won a contract with additional platforms with a volume in the double-digit million range with the German government.
People & Organization
Post-merger integration - creating a high-performance team culture

As the managing director for an international defense company, I built a high-performance leadership team. I identified and promoted talent, which I brought together in interculturally diversified excellence teams that pro-actively design with me, jointly develop the performance capability of all employees, and thus ensure the company's success. This is how we created an agile and vital organization. We lived a positive error culture, characterized by integration, trust, and willingness to perform. We created space, structures, and processes for the generation and implementation of innovative ideas from our employees. As a result, we achieved high level of employee satisfaction and a 40% increase in employee engagement within two years.
Professionalized an international sales organization

As the Vice President Compressors EMEA & Managing Director for an international company, I was responsible for a $500 million business with 500 employees. First, I professionalized sales of throughout the EMEA region. This included training, technical courses, networking sessions, and team-building activities to improve national and international cooperation.
EMEA advanced to become the region with the best growth in operating profit.