Complex issues? Clear Outcomes.

Interim Manager & Consultant | Critical Mandates Lead

Porträt of Sonja Thunnessen, interim manager for critical mandates

I take on functionally and organisationally demanding issues when the starting point is unclear, delivery is not progressing, or a complex issue needs to be structured and brought to a concrete outcome.

I combine analysis with execution and take ownership through to a clearly defined endpoint.

Does this sound familiar?
You are accountable, but the issue is becoming increasingly difficult to control.

You keep having to explain why more time and budget are needed

Deadlines are missed, costs rise without corresponding progress,
and open issues keep accumulating.

You are expected to make decisions, but no one can give you a reliable picture

Figures, status and estimates cannot be relied on.

A lot of work is being done, but with no significant outcome

Decisions are not made, measures do not take effect, and issues fail to move forward.

A topic is complex from the outset.

Multiple stakeholders, significant dependencies and demanding business, technical or regulatory requirements make delivery inherently challenging.

That is where I step in.

Build the full picture

Bringing together facts and perspectives
Identify what matters

Separating the essential from the non-essential, and symptoms from causes.
Decide what needs to change

Deriving and prioritising the necessary changes
Set up the implementation

Turning measures into concrete actions and clear responsibilities
Lead through to completion

Driving implementation, resolving problems and securing the necessary decisions

It’s not about doing more. It’s about doing what matters.

I have successfully delivered results in comparable situations. Some examples.

International Managing General Agent | Structural assessment of the Finance organisation

Situation: The newly appointed Group CFO did not have a reliable view of the financial figures. Variances and changes could often not be explained readily, and it was unclear whether the underlying issues were isolated operational problems or structural.

My contribution: Reviewed interviews and documentation, brought together operational issues and differing assessments, separated symptoms from structural causes and prioritised the most urgent areas for action.

Outcome: A reliable management view of the actual issues and their structural causes, together with a prioritised package of measures as the basis for stabilising and realigning the Finance Target Operating Model.

International Bank | Development and Delivery of a Complex Financial Product

Situation: The product involved demanding functional, technical and regulatory requirements and had still not been implemented despite several previous attempts. Requirements, dependencies and stakeholder interests had not yet been translated into a deliverable product and implementation framework.

My contribution: Structured business objectives and requirements, prioritised options and dependencies, developed a robust product and delivery framework and aligned Business, IT and other functions around a common implementation approach.

Outcome: The product was successfully launched and transitioned into stable operations. The audit deadline was met and the addressable investor base was significantly expanded.ou

International Automotive Manufacturer | Stabilisation of a Digital Project at Risk of Failure

Situation: The project was significantly behind schedule and becoming increasingly expensive. At the same time, there was no longer a reliable view of the remaining effort, expected cost or likely completion date. The client’s confidence in continued delivery had already deteriorated significantly.

My contribution: Established the actual project status and remaining scope, made outstanding deliverables and contributions on both sides transparent, reassessed effort, cost and timeline, and reset planning, responsibilities and collaboration.

Outcome: The project was stabilised and delivered within the clarified cost and timeline framework. Risks and remaining effort became transparent again, the client’s confidence was restored and continued collaboration was secured.

The type of engagement depends on the issue and the required outcome.

Diagnostic assignment

Time-limited assessment of a complex or stuck situation.

Outcome: Assessment, prioritised measures and a basis for decision-making
Typical duration: four to eight weeks

Delivery assignment

Ownership of a defined topic through to an agreed endpoint.

Possible endpoints: Go-live, stabilised project status, decision, closure of an audit finding or handover to internal owners
Typical duration: several months, depending on scope

Framework

Project-based and time-limited service engagement, remote, hybrid or on-site.

Difficult issues require analytical strength, ownership of execution and experience in demanding environments.

Understand complexity: I quickly get to grips with complex functional, organisational and regulatory contexts and identify patterns in conflicting information.

Focusing on what matters: I distinguish symptoms, root causes and knock-on effects and distil the findings into a reliable management view.

Driving execution: I translate findings into concrete actions, clarify decisions and dependencies, and lead the work through to a defined outcome where required.

Navigating complex interests and dependencies: I am experienced in cross-functional, politically sensitive and regulatory environments.

25 years of professional experience

Do you have an important issue that is not moving forward despite significant effort?

Get in touch.

We clarify the starting point, the outcome you need, and how I can lead your issue through to the desired result.

Sonja Thunnessen
Interim Manager & Consultant | Critical Mandates Lead
sonja.thunnessen[at]thunnessen-consulting.com
+49 155 670 227 16