About me
“People are not machines.”
– Dietmar HeerDietmar Heer
Interim Manager · Business Consultant · Executive Coach
For over 20 years I have worked as an independent Interim Manager, Business Consultant and Executive Coach, supporting companies across the DACH region and internationally in achieving their strategic goals. With more than 30 years of experience in Medtech, Pharma and Dental, I work with national and international clients – from mid-sized family businesses to Private Equity portfolio companies.
What drives me? Making a real difference in a short amount of time. Working with new people and helping them with my expertise – that is what has fascinated me for over two decades. Interim management is not just about bridging a gap. It is about leaving a lasting mark within a company in a short period of time.
I became an interim manager because I recognised that experienced leadership is needed precisely when there is no time for lengthy onboarding. Companies in critical phases need someone who immediately takes responsibility, analyses the situation and acts – not someone who advises from the sidelines. That is my approach.
My particular strength lies at the intersection of operational leadership and international business development: I have built and led sales organisations, established distribution networks, negotiated market entry strategies and set up subsidiaries across Germany, Switzerland and Austria.
Selected Mandates
Dental Industry · Germany
Setting up a German subsidiary from scratch
Full responsibility for the market entry of an international dental company into Germany. Scope: market analysis, legal setup of the entity, building a complete sales and marketing structure from zero. Result: Revenue grew from zero to EUR 1 million within 12 months.
Duration: 12 months
Medical Devices · DACH
Interim COO – Stabilisation after leadership crisis
Short-notice assumption of operational leadership at the German subsidiary of an Indian Medtech manufacturer following the unexpected dismissal of the Managing Director. Immediate stabilisation of day-to-day operations, reactivation of lost customers, realignment of the sales team. Result: 27% revenue increase within the first 3 months.
Duration: 9 months
Medical Devices – Large Equipment · Europe
European market entry strategy & subsidiary setup
Development of a comprehensive European market entry strategy for a Chinese Medtech manufacturer in the large equipment segment. Full market analysis, creation of a marketing and sales strategy, and preparation of the European subsidiary setup including location recommendation and organisational structure.
Consulting mandate