Turnaround Management | Performance Revitalization
Getting companies back on track early and effectively
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Turnaround Management: Getting companies back on track early and effectively
Today's companies are under considerable pressure to perform and adapt. Markets are changing faster than ever, business models are coming under pressure, and internal structures are losing their effectiveness. The result: declining profitability, dwindling competitiveness, and increasing organizational complexity.
This is where performance revitalization comes in: it ensures that companies create the conditions for sustainable performance early on, in a targeted and effective manner, before a critical imbalance arises. We do not view performance revitalization as an isolated cost measure, but rather as a holistic revitalization of your company along the following lines:
- Business model - future viability and growth drivers
- Operating model - structure, processes, decision-making paths, and performance
- Value creation - value orientation, profitability, and operational excellence
For us, performance revitalization means focus, consistency, speed - and a clear focus on sustainable value enhancement.
Future-proof Business Model
- Business Model Review
- Financial Transparency
- Operational Fitness
- Realignment & Growth Strategy
- Transformation Journey
Transformation
- Transformation Office & Turnaround Governance
- Immediate Measures for Stabilization
- Interim Management
- Leadership & Change
- Adjustment of the Operating Model
Operational Excellence
- Product Portfolio Optimization
- Customer Profitability Optimization
- Distribution & Channel Management
- Supply Chain & Partner Management
- Process Optimization & Digitalization
- Working Capital & Liquidity Management
- Analytics & Control Systems
Future-proof Business Model
- Business Model Review
- Financial Transparency
- Operational Fitness
- Realignment & Growth Strategy
- Transformation Journey
Transformation
- Transformation Office & Turnaround Governance
- Immediate Measures for Stabilization
- Interim Management
- Leadership & Change
- Adjustment of the Operating Model
Operational Excellence
- Product Portfolio Optimization
- Customer Profitability Optimization
- Distribution & Channel Management
- Supply Chain & Partner Management
- Process Optimization & Digitalization
- Working Capital & Liquidity Management
- Analytics & Control Systems
Our Approach
Target Setting (3 months)
We begin with a comprehensive analysis of the initial situation and existing potential in order to gain a precise understanding of the current state. Based on this, we develop a robust target vision, which is used to derive the transformation journey. This serves as a control instrument for the following phases of performance revitalization.
Shaping (6 months)
We develop targeted levers to achieve the defined target vision and prioritize the measures with the highest impact in terms of implementation speed. In this phase, we thus create the conceptual basis for the turnaround, stabilize the company structurally and operationally, and specify all necessary transformation measures.
Transformation (9+ months)
We ensure the success of the transformation through rigorous implementation of the defined results. In this phase, all levers are consistently implemented at the operational level: the planned changes are transferred to the organization, anchored, and made sustainable. This is an often underestimated phase of the transformation: turnarounds usually fail not because of the "what," but because of a lack of consistency in implementation-and thus because of a lack of or too slow an effect.
Success Factors
Factors for a successful transformation
A successful performance revitalization is characterized by the fact that the company is quickly and purposefully steered toward the defined target vision. Our experience shows that the following factors in particular are crucial:
1. Timeliness
Early, rapid analysis ("quick check") and swift implementation of initial measures are crucial. Visible results in the early stages build trust among stakeholders and increase employee motivation.
2. Focus & Prioritization
Successful transformation programs concentrate on a few clearly prioritized areas for improvement with high leverage. This targeted focus avoids the overload and inefficiency that can result from too many parallel initiatives.
3. Leadership Commitment & Governance
The active involvement of the CEO and CFO as sponsors is crucial. Clear responsibilities and decision-making processes ensure quick and well-founded decisions. Equally important is management's commitment to providing the resources necessary for the transformation.
4. Culture & Willingness to change
Early cultural and communicative support ensures that the measures are accepted within the company. Transparent communication of goals, progress, and successes promotes understanding and motivation among all those involved.
By consistently implementing these success factors, companies can overcome the challenges of a turnaround phase, achieve sustainable improvements, and effectively reach their goals.
Why 4C?
The 4C GROUP combines strategy, control (performance management), and implementation into an integrated approach to performance revitalization. This enables us to create the basis for a resilient setup, a targeted turnaround, and the successful realization of transformative projects.
In turnaround advisory, this means specifically:
- We consistently think and act from a CEO perspective-along the lines of topline, bottom line, and future viability.
- We take end-to-end responsibility for the entire turnaround program-from target setting to the sustainable anchoring of the transformation.
- We combine technology, process, and transformation expertise in agile, experienced teams that operate with a high degree of independence and a clear focus on results.
- We specifically integrate the necessary functional experts without fragmenting overall responsibility or diluting the focus.
Your Temporary Co-drivers
If your company is faced with the question of how to reconcile growth, profitability, and sustainability, a structured turnaround program is an effective approach-ideally before an acute crisis arises.
We would be happy to work with you to develop a concrete roadmap and manage its implementation side by side with your management team. Contact us for an initial consultation to clarify where you stand-and which levers can make the biggest difference for your company's turnaround.
Patrick Utsch
Partner
Master of Engineering and Business Administration
Patrick Utsch gets up every morning to make things a little better—not theoretically, but effectively. This is also how he understands his consulting approach. He doesn't ask whether transformation is possible, but how organizations can develop the courage to implement it. His personal motto sums it up: Change begins when we stop asking whether it's possible!
In critical situations, Patrick combines clarity in analysis with closeness to the people involved. He supports management teams in stabilizing organizations, realigning them, and restoring their ability to act. Passion, positive thinking, and genuine interest in others drive him. For him, “It's always about people!” Only those who take people with them, involve them, and empower them can bring about sustainable transformation and genuine turnaround.
Patrick combines more than 20 years of experience in senior management positions with extensive consulting experience. He has led and supported companies in challenging transformation and turnaround situations, particularly in the financial services and consumer goods sectors. His focus is on the rapid stabilization of organizations, sustainable performance improvement, the development of resilient business models, and the holistic transformation of organizations with a clear focus on leadership, culture, and implementation power.
Hans-Martin Schneider
Senior Partner
Master of Business Administration
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.
Sebstian Jacobs
Senior Manager
Sebstian Jacobs
Senior Manager
Patrick Utsch
Partner
Master of Engineering and Business Administration
Patrick Utsch gets up every morning to make things a little better—not theoretically, but effectively. This is also how he understands his consulting approach. He doesn't ask whether transformation is possible, but how organizations can develop the courage to implement it. His personal motto sums it up: Change begins when we stop asking whether it's possible!
In critical situations, Patrick combines clarity in analysis with closeness to the people involved. He supports management teams in stabilizing organizations, realigning them, and restoring their ability to act. Passion, positive thinking, and genuine interest in others drive him. For him, “It's always about people!” Only those who take people with them, involve them, and empower them can bring about sustainable transformation and genuine turnaround.
Patrick combines more than 20 years of experience in senior management positions with extensive consulting experience. He has led and supported companies in challenging transformation and turnaround situations, particularly in the financial services and consumer goods sectors. His focus is on the rapid stabilization of organizations, sustainable performance improvement, the development of resilient business models, and the holistic transformation of organizations with a clear focus on leadership, culture, and implementation power.
Hans-Martin Schneider
Senior Partner
Master of Business Administration
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.
Sebstian Jacobs
Senior Manager
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Contact us
Please note that this website only provides a limited insight into our services. Our expertise and range of services cannot be fully represented on this platform. For individual advice and to address your specific concerns in the best possible way, we cordially invite you to contact us directly so that we can offer you tailor-made solutions.
Thank you for your trust. We look forward to hearing from you.
Claudia Bauer
Head of Marketing & Business Development
To profile
Claudia Bauer
Head of Marketing & Business Development
Claudia Bauer is Head of Marketing and Business Development at 4C GROUP. As a business administration graduate specialising in online marketing, she has more than 15 years of experience in B2B marketing, brand development and brand management. She combines strategic brand development with psychological and neurological insights in order to communicate complex content in a precise, effective and differentiating way.
Together with her team, she develops future-orientated marketing and business development strategies that strengthen the positioning of the 4C GROUP, open up new business areas and support sustainable growth.
Maike Ring
Senior Expert Marketing & Business Development
To profile
Maike Ring
Senior Expert Marketing & Business Development
M.Sc. International Management
Maike Ring is an expert in Marketing and Communications at 4C. She holds an M.Sc. in International Management and has experience in Online Marketing, Communications, and Branding.
Claudia Bauer
Head of Marketing & Business Development
Claudia Bauer is Head of Marketing and Business Development at 4C GROUP. As a business administration graduate specialising in online marketing, she has more than 15 years of experience in B2B marketing, brand development and brand management. She combines strategic brand development with psychological and neurological insights in order to communicate complex content in a precise, effective and differentiating way.
Together with her team, she develops future-orientated marketing and business development strategies that strengthen the positioning of the 4C GROUP, open up new business areas and support sustainable growth.
Maike Ring
Senior Expert Marketing & Business Development
M.Sc. International Management
Maike Ring is an expert in Marketing and Communications at 4C. She holds an M.Sc. in International Management and has experience in Online Marketing, Communications, and Branding.
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