A business you can no longer read.
Reporting, operating performance and the messages from local management no longer add up.
JÖRG FROMMEYER · SPECIAL SITUATIONS EXECUTIVE
Special situations.
With GRIP.
A clear view of your business.
Someone who can act on it.
When the reports no longer explain the reality, you need a reliable view of the business and an experienced executive on the ground. I help international headquarters understand the situation, choose a course of action and see it through to a defined handover. My assignments range from individual businesses to Europe-wide operations.
7,000 people · 50 countriesGlobal leadership responsibility
CHF 1.6 billion revenueInternational business responsibility
2,000 people · €700 millionEuropean road transport operations
EXPERIENCE AT YOUR LEVEL
I know the responsibility
behind the report.
More than thirty years in logistics leadership, from international business responsibility to managing director roles in special situations.
I have held managing director and senior leadership roles with responsibility for multiple companies and business divisions. This experience spans building businesses, leading international organisations, restructuring and strategic realignment.
Since founding Concipio in 2013, I have worked with companies facing difficult operational decisions. My role is to prepare the organisation and its next leadership for the future, with a clear end to my own assignment.
You speak to the executive who understands the situation and takes responsibility for the business.
WHEN YOUR BUSINESS NEEDS GRIP
You own the outcome.
You need to see the reality.
For CEOs, COOs and CFOs responsible for individual businesses or operations across Europe in logistics and related markets.
Too operational for consultants. Too broad for specialists. Too urgent for a permanent hire. Too liability-relevant to steer from a distance.
A transition that needs leadership.
A new operation, a recent acquisition, integration into the group or a gap in executive leadership.
A decision that is not becoming action.
An agreed direction has stalled. The business needs priorities, responsibility and the capacity to implement.
Logistics is the starting point. The same market understanding matters in vehicle rental, equipment, logistics property and other businesses exposed to transport demand.
THE GRIP PROCESS
Four steps.
A defined handover.
GRIP brings together business assessment, logistics restructuring and interim executive leadership across Europe. Start with a clear view of the business. Then choose the role and the next step on the basis of what you know.
G · GROUND TRUTH
In 30 days, understand
what is really happening.
Compare the accounts and group reporting with the perspectives of local management, key people, customers and headquarters. Separate internal causes from market conditions.
A basis for your decision
Fixed fee. Thirty days. The report stands on its own, with or without a follow-on assignment.
- A focused assessment of the three principal causes and the material risks
- Three options, with the expected outcome range and effort
- A 15-page Ground-Truth Report, plus supporting material, and an executive discussion
Your next decision: implement with your own team, support the local managing director or appoint an executive to lead the business.
R · RESTORE
Restore the ability
to steer the business.
Focus on liquidity, responsibilities, key customers and an effective leadership rhythm. Establish the conditions that allow the chosen direction to be implemented.
A basis for your decision
- A view of liquidity and the critical operational priorities
- Clear leadership responsibilities and direct engagement with key customers
- A focused cockpit with no more than ten indicators and a shared decision record
Your next decision: review the progress of stabilisation and decide whether the business is ready for implementation.
I · IMPLEMENT
Turn the chosen direction
into operating results.
Translate the selected option into priorities, named owners and action. Review the progress with headquarters and the local leader, while progressively preparing the organisation to continue independently.
A basis for your decision
- An implementation plan linked to the intended outcome
- Regular review of decisions and their follow-through
- Evidence of progress and early preparation of the handover
Your next decision: confirm the outcome and the transition the organisation is preparing for.
P · PASS ON
The organisation continues.
The assignment ends.
Prepare the handover for the chosen destination: a successor, integration, sale or orderly closure. The assignment concludes with a clear account of the position and the remaining responsibilities.
A basis for your decision
- A handover prepared for the agreed destination
- A final assessment, open issues and recommendations
- Transfer of the cockpit, decision record and responsibilities
Your next decision: complete the handover and bring the GRIP assignment to its defined close.
The responsibility you need.
DIAGNOSIS
Your team takes it forward.
The assessment stands on its own. Your leadership team owns the implementation.
SHADOW
Your local leader has support.
I work alongside the local managing director, support decisions and provide a direct line to the sponsor at headquarters.
EXECUTIVE LEADERSHIP
I take operational responsibility.
I take over as managing director with a corporate mandate, defined authority and a defined exit. A consultant recommends. A managing director is liable. I take that difference on.
DECISIONS INTO ACTION
Four steps.
Three at the table.
A clear exit.
Headquarters, the local leader and the executive work from the same understanding of the situation. Decisions become explicit, progress becomes visible and the handover is prepared from the start.
01
A sponsor who can act
The sponsor owns the outcome and has the authority to enable decisions. The purpose is to change a situation, with a shared willingness to act.
02
The stop rule
Every decision point starts with the last decisions: implemented, partly, or not. If two agreed decisions in a row are not implemented, the assignment is suspended and the sponsor decides: a changed setup, a move to executive leadership, or the end. I do not sell time. I sell movement.
03
An organisation ready to continue
The assignment prepares the next leadership and the organisation to carry the chosen direction forward independently.
PASS ON MEANS PASS ON
The destination is chosen.
The handover is prepared.
The right outcome depends on the business and the decision of its owners.
Successor
Prepare the next leader and transfer responsibilities, the cockpit and the decision record.
Integration
Move operations, people and customers into the receiving organisation.
Sale
Prepare the business and its information for the chosen transaction path.
Orderly closure
Carry out the agreed closure with a clear transition for the affected operations.
SPECIALISED ANALYTICAL TOOLS
The evidence behind
the decision.
A connected set of analytical tools supports the assessment and follow-through.
Transport flows, operating figures and market comparisons help reveal causes and assess the options. The tools support my judgement. Responsibility for the assessment and the business remains personal.
A DIRECT CONVERSATION
Which business would you
like to understand in 30 days?
Tell me which unit you are responsible for and what you need to understand or change. We can discuss the situation and whether GRIP is the right way forward.
Jörg Frommeyer
Special Situations Executive
Founder, Concipio
Bernstadt near Ulm, Germany
Direct contact.
A conversation about your business.
The next step agreed personally.