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 a project manager, we usually lead difficult and complex projects to success with the help of consulting, project management and interim management. Through efficient resource planning, consistent performance, scheduling and resource management and through transparent reporting, we have already managed many complex, challenging projects. In this way, start-up management is strengthened by establishing the right process organizations, through consistent decision management and through the early integration of employees into production and work organizations. The monetary assessment of risks and opportunities as well as the creation of risk and opportunity fluctuations are also part of our claims management tasks. Successful project management requires discipline, responsibility and commitment. Projects can only be made successful through disciplinary adherence to the tools provided, through full assumption of project responsibility and through high commitment in many project phases.

• Knowledge of your customers' product development processes up to the OEM
• Management of large projects and handling of difficulties in the relationship network “Project employees - customers - suppliers - steering group”
• Implementation of statistical experimental planning
• Implementing the right escalation management

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

• Implementation of a suitable project/departmental organization
• Efficient resource planning in projects in the PM department
• Consistent performance, scheduling and resource management
• Transparent reporting to the project sponsor / steering committee / management team

• Establishing the right process organization
• Early integration of production and work organization
• Consistent decision management
• Project solution and task force management

• Detailed technology knowledge of the requirements for the production of electronic components
• IQX Group standard process 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 optimization of the system

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

• Monetary assessment of risks and opportunities
• Creation of Risk & Opportunity Swing
• Making and negotiating claims
• Claim defense

• Ensuring iterative learning routines in the project
• Change-friendly project structure/changes are generally viewed positively
• Autonomy in the team to ensure the best possible self-organization
• Timeboxing Iterative status assessment of the project in short periods of time - best possible on functional systems

Mergers & Acquisitions (M&A)

The takeover and integration into your own business world or merger of a company should fundamentally be a worthwhile business for the takeover. However, at the same time it is a very complex and challenging undertaking. While successful mergers and acquisitions (M&A) can result in significant growth and competitive advantages (which are often no longer achievable through generic growth), the process itself is fraught with significant potential pitfalls.

IQX GROUP has an exclusive pool of experts and former executives who can use their experience to effectively address the key challenges companies face during acquisitions and mergers.

Future-oriented design of operations 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 the operations. The long-term success of an M&A depends largely on how well the operational processes work after the integration.

We recognize that it is not enough to simply bring two companies together legally and financially - the real challenge lies in creating synergies and making operational processes efficient. We therefore analyze the existing structures of both parties at an early stage and develop solutions that ensure that daily business activities continue to run seamlessly after the takeover. Our goal is not only to realize short-term efficiency gains, but also to lay a stable 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 at the same time opens up opportunities for innovation and efficiency. In this way, we ensure that the M&A brings the greatest possible 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. Different leadership styles, values ​​and expectations of employees can lead to conflicts and reduced work morale.

The IQX GROUP carries out a thorough cultural assessment during the due diligence phase. Together with the potential transferee and the potential transferee, we develop a comprehensive integration plan that includes strategies for cultural alignment, team building activities and consistent communication. This makes it possible to clearly identify - expected - gaps in cultural integration before the acquisition, to have plans available and to close them after the acquisition has been completed.

Overcoming the challenge of the complexity of due diligence

Inadequate due diligence can lead to unforeseen liabilities, overvaluations and missed red flags that can jeopardize the success of the deal.

We see it as extremely important to use a multidisciplinary team of experts in due diligence that includes financial, legal, operational and cultural (change) experts. In addition to the huge amounts of data that have to be sifted, identifying risks in the company to be taken over is the key success factor:

e.g

• Risks in ongoing projects that are in product development (technical feasibility unclear, delays, specifications requirements not met, ...)
• Risks with current products (complaints, lack of sustainability, ...)
• Risks related to employee skills (bundling essential skills among a few employees)
• Risks in the plants (pollutants, systems and machines at the end of their life, ...)
• Utilization risks in the future

The complexity of due diligence fundamentally requires a very well-planned approach. We at IQX have a very detailed “Due Diligence Criteria Catalog” to cover all questions that need to be clarified in the various specialist areas.

“Classic” phases of due diligence

1. The strategic planning of the takeover

• The reason for the takeover: Formulation of the reasons for the takeover, such as: B. expanding market share, acquiring new technologies or diversifying product lines.
• Establish a catalog of takeover goals: Clear (also quantitative) description of which goals are to be achieved with the takeover, and “cross-check” how well these correspond to the strategic goals that have been set so far - within your own company.

2. Careful execution of due diligence

• Financial Due Diligence: Analysis of the financial world of the target company à analysis of annual financial statements, cash flow, P&L, liabilities, assets, product results calculations, ...
• Operational Due Diligence: Analysis of the status and, more importantly, the risks in the operation, including the supply chain, manufacturing processes and technology. Often the cause of failures in companies being taken over is a “massive underperformance” of the 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 being acquired, especially in order to anticipate integration challenges.

3. Evaluation of the company to be taken over

• Carry out 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 value and potential synergies.

4. Finding the right financing for the acquisition

• Development of financing options: Development of financing scenarios on how the acquisition should be financed, be it through cash reserves, debt, equity or a combination of both.

5. Making suggestions for structuring the business

• Deal structure: Develop proposals for the structure of the deal, e.g. B. an asset purchase, a stock purchase or a merger.

6. Support with the necessary official approvals

• Antitrust and Regulatory Clearance: Assist in ensuring compliance with antitrust laws and any other necessary regulatory approvals.

Challenge of financial and operational integration

Financial and operational integration after acquiring a company can pose massive challenges. Differences in financial reporting, IT systems and operational processes can lead to long-term delays in collaboration and massively slow down the realization of synergies.

It is therefore essential for the IQX GROUP to develop a detailed integration plan as part of the due diligence that focuses on the harmonization of financial systems, IT infrastructure and operating processes.

Corresponding expected costs must be included in the overall assessment of the purchase price.

Challenge of employee retention and morale

The uncertainty and changes during a merger can cause anxiety among employees - this can lead to reduced productivity and high turnover. Therefore, after acquiring the company, it is essential to set up a communication management system that is specifically geared towards integration and that transparently reports to employees about the advantages and effects of the merger.

Challenges of realizing synergies

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

As already mentioned above, the development of an exact integration plan during the due diligence is crucial in order to actually achieve the set synergy goals.

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

Challenge 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 main thing is to build trust and support for the planned deal.

As shown, it is important for acquirers to take a holistic approach and take cultural, financial, operational and regulatory aspects into account at the same time in order to actually manage the complexity of mergers and acquisitions effectively. By addressing these challenges head-on and with strategic foresight, companies can realize the full potential of their mergers and acquisitions.

Financial
leadership

Effective financial leadership relies on a thorough and sophisticated understanding of the financial interrelationships of an organization and its environment. Entrepreneurial decisions are based on reliable figures and the facts derived from them enable management to make the right decisions, align and control the company in line with the strategy.

Adaptability, resilience and sustainability are the order of the day in order to survive successfully in today's highly competitive and rapidly changing markets. The ability to quickly and competently satisfy all information requirements characterizes successful financial managers.

“ The value of an idea lies in its implementation ,” as TA Edison already knew. The best planning and the best actual figures are not enough to continue to be successful in the future. Only the associated strength of implementation, on the basis of collective commitment and concentration on the essentials, can ensure long-term entrepreneurial success. Acting entrepreneurially and holding each other accountable is a prerequisite for this.

Our methodology

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

Transparency across 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 determines all the required results in terms of timing and quality (according to the GATE philosophy) and ensures their effectiveness using stress tests. Built on our planning model, designed as a constantly learning system, maximally flexible and consistent.

With this control instrument we create the clarity that is 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” for a sustainably successful future.

Our role

The associated change is often perceived by the organization as a stressful challenge. Operationally fully integrated, from the start of the project to the end of the project, we see it as our task to provide hands-on support during this change process, to conceptualize, decide, implement the future path together with you and your key players and its sustainable, successful use through intensive sparring.

We act from a factual, sober, neutral position. However, they require a high level of discipline AND commitment.

Deviations must be identified as early as possible. If the numbers are not correct, the task is to find out the true causes and to take or demand countermeasures immediately. The focus is always on action.

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 knowledge, a set of methods was developed which, when used correctly, allows for early detection and prevention of countless unpleasant problem situations.

WHEN WILL WE BE CALLED:

If the numbers are not correct, 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 exists.

WHERE IS YOUR BENEFIT:

• A quick, structured and targeted approach. With us you will be successful faster!
• Transparency. We point out the weak points mercilessly. Not in the sense of knowing-it-all, but rather in the sense of openness, in the sense of objectivity from a neutral position. The business model is examined, a target state range is developed, the figures are strictly verified and subjected to a stress test. Always with the focus on the essentials.
• Planning expertise and enormous experience potential that is tailored to your needs. Implementation skills and taking responsibility for what was planned.
• The need for transformation is and is not only fully taken into account due to digitalization and sustainability.

Franz Nigitz

+43 664 805 092 100

The global procurement market currently represents a major challenge in terms of availability, price and deadline pressure for components and services that needs to be solved. With our experienced and competent employees from the areas of purchasing, logistics and supplier quality (SQ), we develop holistic solutions that are implemented in close cooperation with our customers' specialist departments. The sourcing of new suppliers in Eastern and Western Europe, as well as in Asia, as well as the consistent purchasing and quality support right up to the final acceptance are an integrated part of our service. With the help of quality criteria that include the economic, macroeconomic and social conditions, a regional analysis is created, taking into account quantitative criteria such as personnel and logistics costs, to find the optimal supplier.