„Are you looking for hands-on performance improvement and PMI support?“
We implement efficiency enhancement measures, organizational and structural changes as well as post-merger-management operationally and at your sites.
Fast. Effective. EBITDA-relevant. Silent.
Use either our specialized Interim Managers (GF/CEO, CFO, COO, CHRO) or our project managers for PMI, organization & people performance, transformation, and restructuring.
Who are we?
NMC is a team of experienced interim managers, partners and project managers from renowned management consulting firms in the USA, UK, France and Germany.
Each in his own way, we have not only gained over 25 years of top management and strategy consulting experience, but also operational managing director and division manager knowledge in day-to-day business.
Both as interim managers and in consulting teams, we have implemented a large number of efficiency enhancement programs, target operating models, post-merger integrations and restructurings at medium-sized market leaders and corporations in full day-to-day business.
NMC is a team of experienced interim managers, partners and project managers from renowned management consulting firms in the USA, UK, France and Germany.
Each in his own way, we have not only gained over 25 years of top management and strategy consulting experience, but also operational managing director and division manager knowledge in day-to-day business.
Both as interim managers and in consulting teams, we have implemented a large number of efficiency enhancement programs, target operating models, post-merger integrations and restructurings at medium-sized market leaders and corporations in full day-to-day business.
Who uses us?
Board members, managing directors and project managers with the mission of saving costs, integrating acquired companies, leveraging synergies and restructuring organizations rely on us.
Private equity managers, family offices and supervisory boards know us as fast and effective companions of PMI, synergy potential, value creation and earnings improvement.
In addition to all the results, track records and wealth of experience, we have a special sense for the individual corporate culture and its players.
In doing so, we live co-creation and move quickly, effectively and quietly in joint clients teams on day-to-day basis. This is how we achieve your transformation goals, which are immovable for us.
Board members, managing directors and project managers with the mission of saving costs, integrating acquired companies, leveraging synergies and restructuring organizations rely on us.
Private equity managers, family offices and supervisory boards know us as fast and effective companions of PMI, synergy potential, value creation and earnings improvement.
In addition to all the results, track records and wealth of experience, we have a special sense for the individual corporate culture and its players.
In doing so, we live co-creation and move quickly, effectively and quietly in joint clients teams on day-to-day basis. This is how we achieve your transformation goals, which are immovable for us.
What does our VIA approach stand for?
For us, VIA (Latin term for: path; method) approaches every part of your transformation journey to achieve goals with the help of specially selected individual methods.
We try to create a transmission belt that anchors your strategy uniformly in the organization and the daily decisions of your employees.
With people who are at the center and in congruence with structure, processes, culture and value proposition.
- envision
- inspire
- activate
What does co creation mean?
Did you know that... ?
of executives, or even fewer, are fully aware of strategy, ambition levels and the story in turnaround programs?
of organizations who are in steep growth phases and therefore confronted with daily firefighting, thereby immensely doubling structures and processes?
of newly created “performance management systems” are associated with individual goals and often prevent cross-functional responsibility?
of all transformation projects fail, not because of the strategy, structures and processes, but because of the human factor in the implementation?