Dr. Thomas Forster
Senior Executive Partner
Strong execution skills with a focus on strategy development and international sales
Dr. Thomas Forster holds a doctorate in business administration. He is an independent interim manager and Senior Executive Partner of SEViX GmbH. Due to his many years of management experience as CEO or CRO in permanent positions or as interim manager of large medium-sized global companies, he can refer to many years of experience in business transformation processes also in pilot industries such as the automotive supply industry or the electrical industry.
Dr. Forster sees himself as a strategic doer with core competencies in strategy and sales and a keen sense of competitive advantages, markets and customers. He learned strategy and strategy development from the ground up at Siemens and Prof. Michael E. Porter. For him, social competence, goal-oriented and cooperative collaboration with owners, managers and employees are a key success factor in leading business transformation processes to the targeted increases in corporate value with measurable success.
Competencies and experiences
Broad spectrum of industries in medium-sized companies and corporate groups - Extensive experience in a wide range of corporate situations - Well-founded competencies, internationality
Experiences
- Electrical industry - drives, power distribution
- Installation technology and building automation
- Automotive supply and metal processing industry
- Construction supply industry
- Food and beverage industry
CEO/CRO ad Interim self-employed
Interim Manager and Consultant
SAG Motion Group
CEO
Roto Frank AG
Commercial Director & Divisional Director Sales
Hydro Aluminium
Business Unit Manager Marketing & Sales
Siemens AG
Board staff, strategic tasks, project management, foreign sales with country responsibility
Medium-sized companies
Assistant marketing and management and export management
Competencies
- Studied business administration (Dipl.-Kfm.) at Saarland University
- Part-time doctoral studies (Dr. rer. pol.) at the University of Erlangen-Nuremberg
General Management
Strategic realignments with organizational development and their implementation
Restructuring
Implementation of classic reorganization measures, performance increases and use of Project Management Office
Post Merger Integration
Redevelopment and leveraging of synergy potentials
Development and implementation of profitable growth strategies
Differentiated products by end customer class and increased market penetration
English and French
Business fluent
Spanish
Solid basic knowledge
Publications
Second Edition "Unternehmenskrisen erfolgswirksam managen"
Mittlerweile liegt bereits die 2. Auflage des Buches Unternehmenskrisen erfolgswirksam managen vor, für welche die Autoren durch ein ausführliches Fallbeispiel einen noch stärkeren Bezug in die Praxis ausgearbeitet haben. Die 2. Auflage gibt für die Unternehmenspraxis...
Why do business leaders ignore early warning signals of emerging crises?
Managers Don't See a Coming Crisis We are stumbling from one crisis to another: the dotcom bubble, the financial and banking crisis, and the ongoing Covid 19 pandemic. SEViX's experience shows that managers and organizations tend to react with alarming...
Medium-sized and Family Businesses: Crisis Management through Strategic Business Transformation (Part 2)
The advisory board: link between management and owner Medium-sized companies in particular, and family businesses in particular, can therefore fail due to complex issues relating to a strategic realignment. A completely new approach is...