Case Studies
Real projects, measurable results.
Jablotron a.s. — Stabilisation & New Start
Situation
A Czech technology company with 35 years of history, exporting to 76 countries, was undergoing a generational crisis. The founder needed a crisis manager to stabilise the company and rebuild management.
Approach
I took on the role of CEO. I restructured the top management team, set a new operational model, defined strategy for 1–2 years, and built the 2026 budget. I launched "Breakfast with the Director" to improve communication. I represented the company at a distributor meeting in Milan.
Outcome
The company entered a new phase with a strengthened management team. The founder recognised the work with a formal Certificate of Thanks. The new CEO took over a solid foundation.
20 Plants into 3 Centres
Situation
A global manufacturer needed to consolidate 20 plants into 3 global centres while maintaining quality and deliveries.
Approach
I led global project management of the consolidation. Transferred production from USA to EU, implemented CIP, TPM, SMED, and KPI systems. Managed a team of 250 employees.
Outcome
Consolidation completed without delivery disruptions. The new EU centre was more efficient than the original dispersed structure.
Loss to Profit in 21 Months
Situation
A plant manufacturing Kevlar-reinforced rubber hoses with 650 employees and €40M turnover was in loss. No functional management team, processes not standardised.
Approach
I assembled a new management team. I implemented an MES system and SQL data analytics. I implemented automation — robotic workstations and cobots. I standardised processes and introduced KPIs at all levels.
Outcome
The plant moved from loss to profit. Productivity increased by 35% through automation and data analytics. The new management team operated independently after handover.
Bakery Chain Integration
Situation
A bakery chain with 100+ shops, 600 employees, and 300M+ CZK turnover was acquired by an investment group. No business model or digital systems in place.
Approach
I represented the majority shareholder. I designed a franchise concept, marketing plan, and growth strategy. I implemented ERP and CRM systems.
Outcome
The company gained a clear business model, digital infrastructure, and a growth strategy. The franchise concept opened new expansion possibilities.
Stabilised in 5 Months
Situation
A plastic injection moulding plant in Nitra with €84M turnover was in operational crisis. Three production areas needed immediate stabilisation.
Approach
I took on the role of interim COO. In 3 months I grew the team from 600 to 800 employees. I implemented 5S, SMED, TPM, and standardised processes.
Outcome
The plant was stabilised. Team strengthened by 200 employees. Production processes standardised and audited.
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