Carsten Zaremba - Interim Manager
Finance, Controlling & Turnaround Expert
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Carsten Zaremba
"As someone experienced in crises as a financial expert with an overall view, I support medium-sized manufacturing companies in complex project situations, especially in growth, change, turnaround and insolvency situations."
Experienced Interim CFO - Partner for medium-sized companies.
My focus is on interim mandates as CFO, commercial director or commercial manager. I take on responsibility in complex project situations such as growth, change or turnaround and organise sustainable transformations in the areas of finance, controlling and reporting.
With my extensive expertise and many years of experience, I support medium-sized companies in overcoming challenges efficiently and taking advantage of opportunities.
I act as well as a pragmatic partner for management and shareholders and stand for solution-orientated and hands-on implementation.
Are you looking for flexible temporary management?
Contact me - I look forward to your challenges.
For me, hands-on means:
"listen,
understand,
tackle"
Managing Turnaround Situations
Crisis scenarios can arise quickly and do not have to be self-made. In these special situations, companies have to be stabilized commercially and insolvency prevention has to be actively designed.
Accounting and Controlling are often in a desperate state and need to be realigned. Commercial transparency must be created in the short term, and thus the trust of shareholders and financiers (again) to be achieved. All cost-cutting levers are to be activated and working capital to be optimized. The introduction of sustainable liquidity planning and control is central.
Absolute integrity, negotiating skills and the ability to balance different interests are indispensable for this difficult task in addition to crisis experience and financial expertise. Then it is possible to increase the credibility and objectivity of the entire process, to drive the restructuring and to create stability.
ESG excellence: Sustainability as a central value driver
Sustainability reporting in focus: CSRD makes it mandatory
With the introduction of the new sustainability reporting, the Corporate Sustainability Reporting Directive (CSRD) and the standards set out therein (ESRS), sustainability reporting is undergoing a significant change. It becomes not just a recommendation, but an obligation that is recorded in a binding manner in the same management report as classic financial reporting.
The importance of sustainability is of central importance today - from environmental protection to social responsibility and the promotion of good corporate governance (ESG & CSR). The concept of Environmental Social Governance (ESG), translated as “environmental, social and corporate governance”, requires the integration of these values into all areas of a company. It means consistently aligning not only the business models, but the entire company culture according to ESG principles. Today's customers, our children, increasingly value sustainable choices.
In order to establish this anchor in the corporate culture, it is essential to view an orientation according to ecological and social criteria not as a mere cost driver, but as a decisive value driver. Sustainability maxims should serve as an incentive to design your own processes and products with a new awareness.
As an experienced interim manager, I am at your side to actively shape this change. Together we can successfully lead your organization on the path to a sustainable future.
Obligations for early crisis detection according to StaRUG
Recognizing and monitoring alarm signs at an early stage
With the entry into force of the new Corporate Stabilization and Restructuring Act (StaRUG) on January 1, 2021, the German legislator is setting a legal framework for restructuring to be initiated earlier and implemented more efficiently in the future. Management should be in a position to identify risks that could jeopardize the continued existence of the company in good time. At the same time, management's liability has been tightened when crises become apparent. From the onset of imminent insolvency (no positive forecast of insolvency over 24 months), there is now a statutory, standardized obligation to restructure. If this obligation is violated, the company management can be personally liable.
The core of the necessary early warning system is medium-term, integrated corporate planning (profit and loss, balance sheet, cash flow), which must be optimally adapted to the company-specific requirements.
My references
We met Mr. Carsten Zaremba as CFO in a difficult and challenging situation ...
As Interim Manager Mr. Carsten Zaremba took over the operative management of an insolvent company ...
Initially as CFO, and later as CEO, Mr. Carsten Zaremba led our European technology and know-how center ...
Strong Partnership in Change
In order to supplement my own strengths as an interim manager, especially in challenging projects with expanded know-how and coordinated teams, I work closely with the established and recognized management consultancy Dr. Kraus & Partner together.
For over 30 years, Dr. Kraus & Partner as an established and recognized management consultancy (with more than 120 consultants) well-known companies in transition and restructuring in change situations. We support you as a change consultant both in the analysis and as a change companion in the implementation.
K&P Awards
Frequently asked questions about interim management
I keep getting questions about interim management, so I'm putting together a selection of questions and my answers.
What is an interim manager and when does it make sense to use it? What does an interim manager bring and what are advantages and benefits? Interim Management - Expensive fun or worth every penny? How do interim managers and consultants differ?
