Entry engagements
A clear way in beats an open-ended offer.
The industrial market is tight, decision paths are long and every budget is checked more than once. So we at Röhrig Industrie Consulting work with named entry engagements: defined scope, defined duration, defined result. Both sides know within a few weeks whether a mandate carries — instead of after six months.
Six entry engagements
Each engagement stands on its own and delivers a result that holds even if no further work follows. A longer mandate often grows out of it — but it does not have to.
Performance Check
A fast diagnosis of costs, processes, leadership, project control and digital readiness.
1–2 weeks, fixed price or day rate
EBIT & Competitiveness Programme
Cut costs, raise productivity, reduce overheads and stabilise the result.
6–16 weeks of analysis and delivery
Interim COO / Transformation Lead
Close the leadership gap, take operational responsibility and drive the transformation through.
3–12 months, clearly mandated
PMO & Project Stabilisation
Project transparency, Q-gates, risk and change management, dashboards and escalation logic.
8–24 weeks or ongoing
Digitalisation & AI in Practice
Put digital tools, data and AI to work where they measurably improve decisions.
4–8 week pilot, rollout after
Knowledge Retention & Succession
Capture know-how, clarify roles, structure handovers and enable the successor.
4–12 weeks
We do not quote commercial terms in the abstract on a website. Day rate, fixed price and duration depend on scope, area of responsibility and urgency — that belongs in a conversation and in a written mandate, not in a price list.
How a mandate begins
First conversation
Forty-five to sixty minutes on the situation: the trigger, the urgency, what has already been set in motion, what is expected of the coming months. It ends with an honest view on whether a mandate would carry.
Cutting the scope
We propose an engagement, name the scope, the duration and the expected result — and say so when a smaller cut is the better way in.
Mandate clarity
Role, brief, area of responsibility, decision-making authority, reporting line, duration and the company’s own contribution are put in writing before the start.
Start
Diagnosis on site, a short priority list, a steering group and a reporting rhythm from week one. After that: stabilisation, delivery, anchoring, handover.
What the company contributes
An entry engagement is not an outside report. It only works if the organisation provides three things — so we name them before the start, not along the way.
- Participation
- Named contacts from leadership, controlling and the department, with committed time in the calendar. Without internal involvement every measure stays external and does not hold after the mandate.
- Decision paths
- One decision-maker at board or owner level, a standing steering group and clarified authority. Change under result pressure fails less often on analysis than on decisions left open.
- Access to information
- Access to figures, systems, plant and teams: cost and result data, project status, metrics from production and supply chain. Treated confidentially, under an NDA before the first conversation if you prefer.
The next step
Tell us the situation, the sector and the timeframe. We will propose the right entry engagement — or tell you that we are not the right firm.