Tom is a transformation and restructuring leader with deep expertise in guiding clients through complex, large-scale transformations and performance improvement programs. Tom brings extensive experience in large-scale transformations, headquarter and overhead performance, with a particular emphasis on workforce optimization and complex negotiations across various industries, both nationally and internationally. He has also worked on various large national and international transactions, including mergers and carve-outs.
With over two decades of experience, Tom has led transformation efforts for major corporations, driving measurable results in cost reduction, operational efficiency, and strategic workforce management. His approach combines deep financial acumen and operational insight, ensuring sustainable performance improvements change in both national and international settings.
Before joining the firm, Tom worked as a Senior Partner at Roland Berger, where he supported clients in the DACH region, Europe and the UAE. Before that, he was a Partner at goetzpartners and a Senior Vice President at Commerzbank, where he initiated and led the Finance Transformation Program. He started his career as a consultant to the Financial Services Industry at KPMG Consulting.
Tom holds a PhD in Business Administration from Goethe University Frankfurt and a master’s degree from the University of Mannheim and the University of Birmingham. He was also a Professor at a leading private business school in Germany. Tom is heading the supervisory board and is a major shareholder of a successful German Mittelstand (SME) company.
Tom's career is defined by his ability to deliver results in high-pressure environments, from complex turnaround and restructuring situations to mergers and corporate divestitures.
Career Highlights:
- Led a €130m transformation for a leading international mobility group — designing a sustainable target operating model and orchestrating the social-partner landscape across 10 countries, from board alignment to local labour representation, through to implementation.
- Shaped the strategic transformation and target operating model for an international high-technology company, steering the organizational realignment and personally brokering the employee-representative negotiations.
- Led a workforce and organizational transformation program for a global engineering and plant-construction company — owning the stakeholder architecture from supervisory board and CEO through to works councils, and steering the executive communication through to implementation.
- Orchestrated a complex, multi-party stakeholder landscape for a German transportation provider — aligning board, works councils and unions through an overhead and business-segment restructuring.
- Delivered a transformation and performance-improvement program for a European aerospace OEM, leading the organizational realignment and navigating the union and co-determination agenda.
- Led a multi-site consolidation and restructuring for a global automotive Tier 1 in Germany — setting the negotiation strategy, managing the social partners and steering through to implementation.
- Shaped the strategic transformation and target operating model for an international defense company, steering the organizational realignment and navigating the employee-representative negotiations.
- Restructured two sites for a global industrial company in a legally complex setting — managing the full stakeholder landscape, leading the negotiations and validating €30m in savings.
- Supported a port operator through a new ownership structure — aligning shareholders and management across business planning, implementation readiness and post-merger integration.
- Led a global carve-out program for a telecommunications provider — seven transactions and ~€800m in cost reduction, orchestrating stakeholders across multiple jurisdictions.
- Prepared a merger and simultaneous carve-out of major business segments for a global automotive Tier 1, navigating the competition-law and stakeholder requirements.