Are you looking for an interim project manager?

Projects with IQX are not just fair-weather projects. Whether in production development, series ramp-up, or as project managers, we successfully guide even the most challenging and complex projects to success through consulting, project management, and interim management. Efficient resource planning, consistent performance, schedule, and resource management, and transparent reporting have enabled us to successfully manage numerous complex and demanding projects. This approach strengthens ramp-up management by establishing the right organizational structures, consistent decision-making, and the early integration of employees into production and plant organizations. Monetary risk and opportunity assessments, as well as the creation of risk and opportunity fluctuation analyses, are also part of our claims management services. Successful project management requires discipline, responsibility, and commitment. Only through disciplined adherence to the prescribed tools, full acceptance of project responsibility, and dedicated effort throughout all project phases can projects achieve success.

• Knowledge of your customers' product development processes up to the OEM level
• Management of large projects and handling of difficulties in the relationship network “project staff - customers - suppliers - steering committee”
• Implementation of statistical experimental design
• Implementing the correct escalation management

• Strategies for solving the pitfalls of long-distance runner procurement management
• Implementing proper specification management
• Dealing with critical suppliers
• Professional construction site management

• Implement a suitable project/department organization
• Efficient resource planning in projects within the PM department
• Consistent performance, deadline and resource management
• Transparent reporting to the project sponsor / steering committee / management team

• Establishing the correct organizational structure
• Early involvement of manufacturing and factory organization
• Consistent decision management
• Project solution and task force management

• Detailed technological knowledge regarding the requirements for the manufacturing of electronic components
• IQX Group Standard Procedure for Relocation Projects
• Professional trial solution management in the ramp-up phase of electronics projects
• Holistic OEE optimization, from material and personnel availability to organizational and technical optimizations at the plant

• Detailed knowledge of best practice processes in the industry
• The right experts on board to lead IT concepts and architecture projects
• Implementation of the required requirements specification
• Knowledge of ERP systems and modern tools and methods such as SCRUM, artificial intelligence and BI

• Monetary valuation of risks and opportunities
• Creation of Risk & Opportunity Swing
• Filing and negotiating claims
• Claim defense

• Ensuring iterative learning routines in the project
• Change-friendly project structure / Changes are generally viewed positively
• Autonomy within the team to ensure the best possible self-organization
• Timeboxing: Iterative status assessment of the project in short time intervals – ideally on functioning systems

Mergers & Acquisitions (M&A)

The acquisition and integration of a company into one's own business, or a merger, should generally be a profitable venture for the acquiring company. However, it is also a very complex and challenging undertaking. While successful mergers and acquisitions (M&A) can lead to significant growth and competitive advantages (which are often no longer achievable through organic growth), the process itself is fraught with considerable potential pitfalls.

The IQX GROUP has an exclusive pool of experts and former executives who, with their experience, can effectively tackle the key challenges that companies face during acquisitions and mergers.

Future-oriented operational design as the key to M&A success

At IQX, our focus in an M&A project is not only on the transaction itself, but above all on the future design of operations. The long-term success of an M&A depends significantly on how well the operational processes function after integration.

We recognize that simply merging two companies legally and financially is not enough – the real challenge lies in creating synergies and streamlining operational processes. Therefore, we analyze the existing structures of both parties early on and develop solutions that ensure seamless continuation of day-to-day business operations after the acquisition. Our goal is not only to achieve short-term efficiency gains but also to lay a solid foundation for sustainable growth and successful transformation.

Through our expertise in operational integration, we create a clear roadmap that ensures long-term value creation, minimizes risks, and simultaneously opens up opportunities for innovation and efficiency. In this way, we ensure that the M&A transaction delivers maximum success not only today, but also in the future.

A challenge of cultural integration

One of the biggest hurdles in any merger is the integration of different corporate cultures. Differing leadership styles, values, and employee expectations can lead to conflicts and decreased morale.

The IQX GROUP conducts a thorough cultural assessment during the due diligence phase. Together with both the potential acquirer and the acquired company, we develop a comprehensive integration plan that includes strategies for cultural alignment, team-building activities, and consistent communication. This allows us to clearly identify any anticipated gaps in cultural integration even before the acquisition, to have plans in place, and to address these gaps after the acquisition is completed.

Overcoming the challenge of the complexity of due diligence

Insufficient due diligence can lead to unforeseen liabilities, overvaluations, and overlooked warning signs that can jeopardize the success of the business.

We consider it extremely important to employ a multidisciplinary team of experts in due diligence, including finance, legal, operations, and cultural (change) specialists. Besides the vast amounts of data that need to be reviewed, identifying risks within the target company is the key success factor

e.g.

• Risks in ongoing projects that are in the product development phase (unclear technical feasibility, delays, specifications not met, …)
• Risks associated with existing products (complaints, lack of sustainability, etc.)
• Risks related to employee skills (concentration of essential skills in the hands of a few employees)
• Risks in the plants (pollutants, equipment and machinery at the end of their service life, …)
• Future capacity utilization risks

The complexity of due diligence necessitates a very well-planned approach. At IQX, we have developed a highly detailed "Due Diligence Criteria Catalog" to address all relevant questions across the various specialist areas.

"Classic" phases of due diligence

1. The strategic planning of the acquisition

• The reason for the acquisition: Statement of the reasons for the acquisition, such as expanding market share, acquiring new technologies, or diversifying product lines.
• Define acquisition target catalog: Clear (also quantitative) description of which goals should be achieved with the acquisition, and a "cross-check" of how well these match the strategic goals previously defined in the company.

2. Careful execution of due diligence

• Financial Due Diligence: Analysis of the target company's financial situation, including analysis of annual financial statements, cash flow, profit and loss statements, liabilities, assets, product income statements, etc
• Operational due diligence: Analysis of the status and, above all, the risks in the operation, including the supply chain, manufacturing processes, and technology. Often, the root cause of failures at acquired companies lies in a "massive underperformance" of their operational activities.
• Legal Due Diligence: Analysis of all legal aspects, including contracts, intellectual property, liabilities and regulatory compliance.
• Cultural due diligence: Understanding the corporate culture of the company to be acquired, primarily to anticipate integration challenges.

3. Valuation of the company to be acquired

• Conduct valuation: Use of various methods in coordination with the potential buyer (e.g., discounted cash flow, comparable company analysis) to determine the fair value of the target company.
• Negotiate purchase price: Conduct negotiations between buyer and seller to agree on a purchase price that reflects the value and potential synergies.

4. Finding suitable financing for the acquisition

• Developing financing options: Developing financing scenarios for how the acquisition should be financed, whether through cash reserves, debt, equity or a combination of both.

5. Submitting proposals for structuring the business

• Deal structure: Developing proposals for the structure of the deal, e.g., an asset purchase, a share purchase, or a merger.

6. Assistance with obtaining the necessary official permits

• Antitrust and regulatory approval: Support in ensuring compliance with antitrust laws and all other necessary regulatory approvals.

The challenge of financial and operational integration

The financial and operational integration following the acquisition of a company can present significant challenges. Differences in financial reporting, IT systems, and business processes can lead to long-term delays in collaboration and severely slow down the realization of synergies.

For IQX GROUP, it is therefore essential to develop a detailed integration plan during the due diligence phase, focusing on the harmonization of financial systems, IT infrastructure and operational processes.

The corresponding anticipated costs must already be factored into the overall assessment of the purchase price.

The challenge of employee retention and morale

The uncertainty and changes during a merger can lead to employee anxiety, which can result in decreased productivity and high turnover. Therefore, it is essential to establish a communication management system specifically focused on integration after the acquisition, one that transparently informs employees about the benefits and impacts of the merger.

Challenges of realizing synergies

Realizing expected synergies from the merger, such as cost savings or revenue increases, is often more difficult than expected.

As mentioned above, developing an exact integration plan during due diligence is crucial in order to actually achieve the set synergy targets.

This plan must also include the necessary capacities and skills for integration – experience shows that these are often significantly higher than the costs of actually acquiring the company.

Challenges of stakeholder management

Managing the expectations and concerns of various stakeholders, including shareholders, customers, suppliers, and creditors, can be challenging and requires intensive communication during due diligence and integration/merger. The primary goal is to build trust and support for the planned deal.

As illustrated, it is crucial for acquiring companies to adopt a holistic approach, considering cultural, financial, operational, and regulatory aspects simultaneously to effectively manage the complexities of mergers and acquisitions. By addressing these challenges directly and with strategic foresight, companies can unlock the full potential of their mergers and acquisitions.

Financial
Leadership

Effective financial leadership is based on a thorough and sophisticated understanding of an organization's financial relationships and its environment. Business decisions are grounded in reliable financial data, and the resulting insights enable management to make the right decisions, align the company with its strategy, and steer it effectively.

Adaptability, resilience, and sustainability are essential for success in today's highly competitive and rapidly changing markets. The ability to quickly and competently meet all information requirements is a hallmark of successful finance professionals.

" The value of an idea lies in its implementation ," as T.A. Edison already knew. The best planning and the best current figures are not enough to guarantee future success. Only the accompanying strength in implementation, built on the foundation of collective commitment and a focus on the essentials, secures long-term entrepreneurial success. Acting entrepreneurially and holding each other accountable is a prerequisite for this.

Our methodology

With a fully reliable, strategy-aligned set of figures (planning, reporting, KPIs), synchronized with effective action planning, we lay the foundation for unparalleled transparency. We map your company's business model at its core and ensure that the key drivers of success are identified and tracked.

Transparency throughout the entire company and a full focus on effective implementation are our top priorities.

Together with your key players, we commit to a planning process that defines all necessary results in terms of deadlines and quality (according to the GATE philosophy) and ensures their effectiveness through stress testing. This process is based on our planning model, designed as a continuously learning system, and is maximally flexible and seamless.

With this control instrument, we create the clarity needed to gain credibility.

Our ambition is to think of your “Financial Leadership” as best-in-class and, together with you, to align your company “straight forward” towards a sustainably successful future.

Our role

The resulting change is often perceived by the organization as a burdensome challenge. Fully integrated operationally, from project start to finish, we therefore see it as our task to provide hands-on support throughout this change process, to conceptualize, decide on, and implement the future path together with you and your key players, and to ensure its sustainable and successful implementation through intensive sparring.

We operate from a factual, objective, and neutral position. However, we demand a high degree of discipline AND commitment.

Deviations must be identified as early as possible. If the figures are inaccurate, it is essential to investigate the true causes and immediately implement or demand countermeasures. Action-oriented action is always the primary focus.

Our BIG PICTURE

The objective is to ensure the financial stability of a company. The IQX Group has restructured a number of companies, all of which had a similar pattern in their history. Based on this insight, a methodological toolkit was developed which – when applied correctly – allows for the early detection and prevention of countless unpleasant problem situations.

WHEN WILL WE BE CALLED:

If the figures are incorrect, if you are not satisfied with the transparency, if credibility or the basis of trust suffers, but also if an established set of figures needs to be checked for completeness or expanded, or if there is a fundamental (temporary) need for financial and leadership expertise.

WHAT ARE THE BENEFITS FOR YOU:

• A fast, structured, and targeted approach. With us, you'll achieve success faster!
• Transparency. We ruthlessly expose weaknesses. Not in a know-it-all manner, but rather in the spirit of openness and objectivity from a neutral perspective. The business model is thoroughly examined, a target state is defined, the financial data is rigorously verified, and it is subjected to a stress test. Always with a focus on the essentials.
• Planning expertise and a vast wealth of experience tailored to your needs. Implementation skills and taking responsibility for what has been planned.
• The need for transformation is and will be fully addressed, not only due to digitalization and sustainability.