Götz Gollan Management Consulting
Götz Gollan
About me
I can look back on more than 20 years of successful work as a board member, managing director and supervisory board member in the renewables, automotive and financial services sectors - acting as a manager and not as a consultant for the biggest part of my professional career. Whether CFO, CEO or COO - in all activities, the further development and change of "my" company was an important part of the task:
There were no ready-made solutions for any of these tasks. Rather, the task was to develop them as a team, based on a well-founded analysis. The diversity of industries, business models and situational challenges, combined with the need for unbiased familiarization and asking the right questions, always appealed to me.
At the same time, I have come to know a large number of consultants in the course of my career and have found that they often offer cookie-cutter solutions that only partially meet the specific requirements. The right adaptation and complete implementation, which are crucial for success, are promised, but are nevertheless often left to the customer. There is practical experience with the consulting product on offer, but not to the same extent with the customer's specific business model and the actual implementation challenges.
As I offer neither standard solutions nor ready-made products, my approach always begins with an analysis of the specific task. Together with you, we develop solutions and I take care of and am responsible for their successful implementation. I work “hands-on” and hand-in-hand with your team and deliver concrete results that ensure measurable benefits and added value.
Greencells GmbH
Greencells GmbH operates as an installer of utility scale photovoltaic power plants in a very dynamic market. During my time as CFO of the company, sales almost doubled to EUR 210 million. The task here was to create structures and processes appropriate to the size of the company, focus and implement the strategy, secure financing and reduce debt (with a listed green bond).
Nanogate SE
When I joined the listed company Nanogate SE as CFO after a phase of dynamic external growth, I was faced with the task of integrating the Group companies and sharpening and optimizing value creation. The challenge very quickly developed into an existential restructuring task due to the automotive crisis at the time, which finally could only be solved via protective shield insolvency proceedings at the start of the COVID pandemic. As self-administrator, I implemented the sale of the core business to the Techniplas Group and all other activities to various investors as well as the subsequent liquidation of the group.
Privatbank Berlin von 1929 AG
(now Westend Bank AG)
As CEO of Privatbank Berlin von 1929 AG (now Westend Bank AG), I developed a completely new business model and implemented it with the bank's small team, which is still operating successfully today.
equinet group
As CFO, I led the equinet Group from its foundation as a financial holding company through its integration into an integrated investment bank to achieving full bank status. During a further two-year period as COO from 2016 to 2018, I led the MIFID II project, adapted the business model accordingly and managed the sale of the bank to the Norwegian Pareto Group.