Michael Ohr
Unternehmensberatung

Senior Advisor, Interim Manager, Program Lead
For your most critical initiatives

I work where strategy meets execution: as a senior advisor to boards and executive teams, as a sparring partner for investors and founders and as additional leadership capacity for a defined period.

1. Management ConsultingStrategy, transformation, value creationMore...

I support leadership teams on the questions that shape the next few years: Which target picture will carry the business? What organisation delivers it? And how does an initiative move from board decision into the line, against resistance, scarce resources and the inertia of grown structures?

What do I offer?

Strategy and target picture: growth strategy, portfolio and market decisions, business plan modelling, product and pricing strategy
Business model transformation: repositioning business units, target operating model from design to implementation, organisational and role design, decision rights and accountability, restructuring
Digital transformation: digitising core processes, technology and vendor decisions, building digital products and the in-house capability to develop them further
Value creation: programs post transaction, from the hundred day plan through top line growth, cost base and capital employed to exit readiness, including the integration of add-on acquisitions
Due diligence: commercial and technology assessment of targets ahead of the transaction, with a reliable view on market, competitive position and differentiation, product and service offering, team and technology as well as business plan assessment as the basis for the investment decision

Why me?

More than 15 years of top management consulting, at Bain & Company, at the BMW Group and independently since 2013, combined with experience as a founder and CEO of ZebraMobil and as Director Portfolio Development at the private equity investor Mutares. I know both sides of the table: the advisor's, and that of the person who has to deliver the numbers.

2. Artificial IntelligenceFrom isolated tools to an AI first organisationMore...

Most companies use AI selectively today: individual people, individual tools, no system behind it. Value only emerges once data, processes and decision paths are designed for AI. That is the path I guide, pragmatically and with an eye on benefit, risk and governance.

The four levels of AI readiness

Usage of AI tools: employees use AI tools on an ad hoc basis for isolated use cases and provide the necessary data as needed.
Unified knowledge layer: data is collected centrally and made directly available for AI use, as comprehensive, consistent and up to date as possible.
Agentic workflows: AI agents are put to work and workflows are optimised around them. Agents no longer just analyse data, they act on it.
AI first: all processes, systems, governance and roles are optimised for AI use.

The bottleneck is almost always level 2. Many companies try to jump straight from level 1 to level 3: agents get piloted without a reliable data foundation underneath. These pilots work as demos and fail in production. Without a unified knowledge layer, none of the higher levels holds.

What do I offer?

AI readiness check: a structured assessment across data, processes, technology, capabilities and governance, with a clear position on the four levels and a prioritised roadmap.
AI adoption: identifying and prioritising use cases by value and feasibility, selecting and rolling out tools, enabling the workforce, setting guardrails for safe use.
Unified knowledge layer: building the data foundation that makes the higher levels possible at all, from source landscape through access and timeliness to ownership of data quality.
Process automation and agentic workflows: redesigning the processes with the greatest leverage, delivering them with generative AI and agents, with defined responsibilities, control points and hand-offs to humans.
Operating model for AI: adapting roles, governance and steering logic once AI moves from tool to part of the business model.

Why me?

My perspective combines three things that rarely come together: I understand the technology in depth to separate what works from what is marketed; as a founder I built an entire software system myself. I know the business logic that governs investment decisions. And I have seen enough transformations to know where they fail in practice: rarely on the technology, almost always on data, roles and accountability.

3. Interim ManagementLeadership capacity for a defined period, at C level, with full accountabilityMore...

Some initiatives fail not on analysis but on missing capacity at the top. In those situations I take on a role for a defined period and drive the initiative to results from inside the organisation, reporting to the executive board, the supervisory board or the investor.

What do I offer?

Digital transformation: leading digitisation, AI and technology programs, including the management of internal teams and external partners
Organisational change: introducing a new target operating model, restructuring, building new units, post acquisition integration, alignment with employee representatives
Value creation: leading value creation and turnaround programs in portfolio companies, from the hundred day plan to exit readiness
Bridging vacancies: temporarily holding a leadership role until the position is filled permanently

Why me?

I can leverage my experience implementing mission-critical initiatives, my routine in working with boards, works councils and investors across several countries, the independence of an outsider and a clear interest in making myself redundant.

Who do I work with?

Corporates and larger companies, on initiatives that involve the executive board, employee representatives and several countries
Private equity investors and their portfolio companies, from pre deal due diligence through the value creation inside the company to exit support
Start-ups and grown-ups, on definition of product and service portfolio, go-to-market strategy, fundraising, recruiting and scaling

About Michael

I am a senior advisor, entrepreneur and lecturer from Munich with more than 15 years of experience in strategy and transformation initiatives: at Bain & Company with a focus on industry, technology and private equity, at the BMW Group as IT project manager and corporate auditor, at Trilogy Software as technical lead, and independently since 2013, awarded with the Best of Consulting Award by WirtschaftsWoche in 2016. As Director Portfolio Development at private equity investor Mutares I helped grow the portfolio from €5M to over €700M in revenue. As co-founder and CEO of ZebraMobil I launched the world's first fully flexible carsharing service in 2011 and single-handedly designed and implemented the software system behind it.

I hold an MBA with Distinction (Dean's List) from INSEAD and an MSc, Diplom, in Industrial Engineering and Management from the University of Karlsruhe, today KIT. For over ten years I was a lecturer on entrepreneurship and a start-up mentor at UnternehmerTUM, Europe's leading center for innovation and business creation. As a business angel I have invested in early stage companies including Moonfare and Hellotickets. I work in German and English and am at home in international teams.

Imprint

Michael Ohr Unternehmensberatung
Falkenturmstraße 9
80331 Munich

VAT Reg No: DE268407822

web@moub.de

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