Achiefers Newsletter November 2025 Issue
Interim manager - superheroes for companies
Welcome to the fall of reforms. At least that's what it sounded like from Berlin just a few months ago. Tax reform, bureaucracy reduction, digitization — all announced. But what was actually implemented? The economy is shrinking for the third time in a row, Bosch is cutting 13,000 jobs, VW is struggling with chip shortages, insolvencies reach a 20-year high — only the state is growing reliably. What remains is the impression: We talk a lot about change — but we don't make it. And while Berlin is still debating, many companies have long been fighting for competitiveness.
Announcements create headlines — doing creates results
And that doesn't just apply to politics. Even in companies, the change is often loudly announced — and then shut down. Recently, the CTO (technology) of a large medium-sized company (sales of just under €1 billion) told me about his situation, which has stuck with me to this day:
“Mr. Lichtinger, I was simply not in the mood to go to the shop anymore. I was brought in to develop new products and make the company fit for the future. The conditions were good — profitable, solid order situation. But instead of investing, we run tougher cost programs every year: employees, budgets, projects — everything is cut back. We would have so many innovation topics, but the CEO slows us down. Unfortunately, his personal bonus increases with every saving. In the end, I had to fire colleagues who were supposed to build the future. ”
A system that secures bonuses in the short term — and costs the future in the long term
And that is exactly the problem: Everyone knows what needs to be done — but no one is implementing it. Costs too much, is too exhausting, should the successor do it. There is an abyss between strategy slide and implementation. Not just want to, but do. Execution is superpower. And this is exactly where interim managers show their strengths. They have no past in the company — and no future either. They come to do the job — to bridge the gap, get projects out of trouble, start the transformation. And they can. Why? Because they don't have to present the theory on PowerPoint for the third time — but because they have already successfully implemented exactly these topics in practice several times. When the job is done, they move on — to the next company, to the next challenge, to the next fire that needs to be put out.
ACHIEFERS in a new guise
For many companies, interim managers have long been the real superheroes. In keeping with this, I would like to introduce you to ACHIEFERS's new visual language. The idea came to me by the way: My son is currently constantly walking around wearing AVENGERS shirts and hoodies — heroes with super powers who appear when the world needs to be saved again. And somehow it quickly became clear that interim managers are also a bit like these superheroes — just in real companies. They appear when things are burning, bring structure, peace and effect — and disappear again when the job is done. Our ACHIEFERS are experienced makers with crisis-proven experience — for example in finance, restructuring, transformation, operations, HR or IT.
They help companies achieve their goals - to achieve their goals.
And while you only see the AVENGERS on screen, you can experience the real ACHIEFERS live and in color — right in the middle of implementation, where results are created.
Business trip — on the go with ACHIEFERS
“Hey Michael, you really travel a lot” — I've heard this sentence several times over the last few weeks. And rightly so, because after the summer holidays, the event season is traditionally really picking up steam. And yes, I admit: I enjoy going out, talking to people and making new contacts. These conversations show me time and time again that the challenges are similar — but the energy to tackle them is what distinguishes the real doers from the procrastinators. It is precisely this energy that sets change in motion — and you rarely find it in team calls, but in real encounters.
And yes, it's exhausting to catch up on things at night or on the weekend — but nothing comes of anything. Fortunately, I now have active support in the background — thanks Eva for that. Here are my three highlights:
Heidelberg restructuring conference of the IFUS Institute
Loads again every year Professor Dr. Henning Werner The superheroes of the restructuring scene came to Heidelberg in September. A great event — and a small class reunion at the same time. Here it became clear once again how crucial experience and the power to implement are in transformation phases — topics that we encounter on a daily basis at ACHIEFERS.
AIMP Forum in Hamburg
In September, the 19th AIMP Forum Interim Management (FIM) also took place — under the motto “Come-backs & Restarts — about the energy of a new start and the strength to overcome resistance.” As a new AIMP member, ACHIEFERS was of course involved. The presentation by two-time boxing world champion Maria Lindberg was a real highlight — a hit in the truest sense of the word with over 120 participants AIMP - Association of Interim Management Professionals.
International restructuring symposium, Kufstein
In October, the 14th International Restructuring Symposium took place in Kufstein, attended by Prof. Markus Exler invites you every year. The evening before, it's traditional to head to Auracher Löchl — for a friendly start.
Mission: Support your local sports club
At the beginning of September, there was another highlight: ACHIEFERS has been a sponsor of our local sports club since this soccer season. It's not in the Alliance Arena at the time, but you have to start somewhere 😉
Outlook: DDIM Congress in Düsseldorf
On November 6 and 7, ACHIEFERS will be represented for the first time on the DDIM Congress marketplace DDIM e.V. - parent company German Interim Management. Feel free to drop by when you're there — we look forward to exchanging ideas and getting to know new superheroes.
Impulses for the C (hief) level
There is a lot going on out there — and as a managing director or manager, you can hesitate:
“Do I start new projects — or do I prefer to wait until things calm down again?”
Understandable — after all, changes involve time, costs and uncertainty. But it was precisely this uncertainty that many companies had two or three years ago. And anyone who waited back then may still be waiting today — and don't know if things will be better next year. Some (transformation) projects — especially when they affect the future viability of the company — can only be postponed at the expense of future competitiveness. If you are still looking for experienced “superheroes” to implement such initiatives who push and create an impact: Let us talk.
Experience and execution are the superpowers that matter now. Let's do it!
I wish you all a successful year-end spurt — and I'm excited to hear what you have to say about our new visuals.
Kind regards,
Your “Lichti”