Interim Manager Instead of Insolvency Administrator: Gert Löhmer of GL Consulting & Interim Explains Why Cutting Costs in the Wrong Places Can Be a Costly Mistake
Emmerthal (ots) – Crises demand clear direction and swift action – this is precisely where an interim manager can provide valuable support. Yet, many companies still fail to tap into this potential. Gert Löhmer of GL Consulting & Interim addresses exactly this issue: as an interim manager, he gets companies back on track by not only offering strategic advice, but also by providing hands-on executive support and taking responsibility.
His approach: rapid implementation, clear communication, and lasting stability. Discover the common objections Gert Löhmer often hears – and why they don’t hold up.
In many companies, a fatal misjudgment prevails: out of a misguided sense of thrift, urgently needed external support is neglected. Especially in today’s economic climate – where agility and adaptability are crucial to survival – this mindset proves to be a dangerous dead end. Instead of leveraging external expertise, companies rely on overstretched internal structures – wasting their most limited resource: time. Yet the damage caused by this refusal to act is often many times greater than the supposed savings. “Those who think they can buy time by cutting the wrong costs end up paying twice,” warns Gert Löhmer, Managing Director of GL Consulting & Interim. “Because sooner or later, it becomes far more expensive to make up for what was missed – or, in the worst-case scenario, the company faces total collapse.”
“Crises don’t require endless meetings and PowerPoint battles – they require action and reinforced management capacity. That’s exactly where an interim manager comes in,” he adds. Unlike traditional consultants who mainly offer recommendations, the entrepreneur strengthens the executive management of distressed mechanical engineering and industrial companies, taking on real operational responsibility. With GL Consulting & Interim, he follows a clearly structured approach: define goals, clarify authority, implement immediately. He immerses himself directly in day-to-day operations, stabilizes processes, and drives sustainable transformation. His focus is not just on numbers – but above all on the people within the company. His objective: not only short-term stabilization, but long-term resilience through empowered leadership and optimized processes. Yet despite the obvious benefits of external support, many companies still have reservations. Gert Löhmer frequently encounters the same two major objections from clients – and he has clear answers to both.
Objection 1: An Interim Manager Is Too Expensive
Many companies shy away from the seemingly high cost of an interim manager. But refusing external support for budgetary reasons often follows the logic: “We can’t afford the repairs – so we’ll just drive the car into a wall.” This mindset can trigger a dangerous chain reaction, especially in mechanical engineering and industrial sectors during times of crisis: leaders without crisis experience make hesitant or wrong decisions, uncertainty spreads, and without a clear strategy, the company loses its most expensive resource – time.
In addition, restructuring processes in Germany are often hampered by complex legal frameworks. The longer companies wait, the more expensive the rescue becomes – if it’s even still possible. In a crisis, faster and more radical action is required than many decision-makers are used to – and those who rely on consultants producing months-long analyses risk a complete standstill. An experienced interim manager, by contrast, takes immediate action and gives the company room to breathe before it gets pulled into the vortex of insolvency. The real question, therefore, is not how expensive it is to invest in an interim manager – but how costly hesitation will ultimately become.
Objection 2: The Works Council Is Opposed
The second most common argument against hiring an interim manager often comes from the works council and goes something like this: “We can't lay off employees or put them on short-time work and at the same time pay for an expensive outsider.” This viewpoint is understandable but overlooks the true role of an interim manager in times of crisis. In fact, it is precisely their involvement that can help prevent even more drastic cuts.
In times of crisis, many companies instinctively resort to cost-cutting instead of working toward sustainable restructuring. However, short-time work and layoffs are merely symptoms of deeper issues: a lack of strategic direction, inefficient processes, or an unclear vision for the future. This is where an experienced interim manager steps in: they optimize structures, safeguard jobs, and help make the company future-ready. An open dialogue with the works council plays a key role in this process. Once it becomes clear that the goal is not to “bring in an expensive outsider,” but to build a bridge to a secure future, acceptance increases significantly. Because ultimately, one crucial question remains: What’s the point of short-term savings if, in the long run, it costs everyone their jobs?
Conclusion
In a crisis, inaction is the most expensive mistake: every day a company turns down external help for cost reasons costs more than the targeted deployment of an expert. Especially under pressure – whether due to tight liquidity or lack of time – interim management can become the decisive factor for a company’s future. Gert Löhmer is one such interim manager who doesn’t just observe and advise but actively takes responsibility and guides companies through the crisis. With GL Consulting & Interim, he focuses on swift decisions, clear communication, and close engagement with the workforce.
Whether it's about optimizing processes, redefining strategy, or strengthening leadership – Gert Löhmer aligns not just numbers, but people and structures. And when his mandate comes to an end, what remains is not just a company that has been saved, but an organization that emerges stronger from the crisis.
