The subsidiary-manager examines whether it is worthwhile for Certina to acquire an enterprise. He/she structures the purchase process and — as a managing director the new acquisition — leads the company through the restructuring phase. Having successfully completed this phase he/she hands over the responsibility back to the old (or in case of need to a new) management. Afterwards the search for a new acquisition starts.

Besides an appropriate managing director's remuneration the subsidiary manger gets up to 25% of the shares of the respective company for a successful turnaround in order to create long term interest in the respective engagement. This makes it possible for him/her to build up his/her own company portfolio.

This value creation model is part of the long term strategy of Certina. Enterprises are bought to stay engaged and not to sell them of after a short period.

Phase 1: Acquisition
The work of a subsidiary-manager starts with the search of interesting targets. In some cases conglomerates - who want to separate from subsidiaries - directly approach Certina. In other cases Certina is approached by M&A consultants.
However, in general the subsidiary manager has to use and work his way through the Certina network in order to come up with interesting targets.
If an acquisition-target is promising, he/she prepares the acquisition respectively restructuring case often together with the management of the target-company. in this he/she gets support by the Certina Board. At some stage the legal department of the Certina takes over the contract negotiations until signing/closing. However the subsidiary manager always stays involved.

Phase 2: Restructuring
During this phase the subsidiary manager will execute the restructuring case, having a close look into all functions and processes of the newly acquired subsidiary. The restructuring takes place under involvement of the employees and the works council of the respective company. He/she gets support by the Certina Task Force and if needed by the Certina board.

Phase 3: Coaching/Controlling
At the end of the restructuring phase the subsidiary manager transfers the responsibility for the new subsidiary back to the old (or in some cases to a new) management. He/she steps back into the shareholder role, however staying responsible for coaching and controlling of his/her subsidiary. The search for new targets begins.

Necessary abilities and skills
The subsidiary manager carries a lot of responsibility for the subsidiary and its employees. The human and technical expectations are accordingly high. Therefore, a solid technical education and the necessary human maturity and stability are necessary.

If we could inspire you for this challenge we would be glad to receive your telling short application which we treat of course discreetly. Thank you for your relevant trust!
Please, send your documents directly to our CEO Dr. Hans Wehrmann. He personally will take care of it.

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