Felix Rascher
Executive Interim Management & Restructuring
Most transformations fail because nobody owns the problem. 15 years of building and fixing companies. Two exits. One industrial turnaround. External mandates reporting directly to the board ever since.
Operator, not advisor. The focus is on solutions that work, not slide decks. Full board backing is the prerequisite — without it, nothing moves.
01Track Record
Project I — Emotion Recognition
- Scope
- Hardware & software. Built from zero.
- Capital
- €80M VC
- Accelerator
- Y Combinator S18
- Research
- Harvard Med Boston & LMU München
- Pilot Customers
- Lufthansa, Rheinmetall
- Timeline
- 6.5 years from zero to exit
- Exit
- Acquired by Volkswagen (VW)
Project II — Pandemic Information Platform
- Scope
- Digital infrastructure. COVID-19.
- Capital
- Bootstrapped
- Timeline
- 5 months from concept to exit
- Exit
- Acquired by Bundesgesundheitsministerium (BMG)
02Corporate Restructuring
- Company
- EMCO — machine tools, ~€200M revenue
- Role
- Head of AI & Innovation. Direct P&L. Employed, part of the management team.
- CEO
- Dr. Markus Nolte
- Takeaway
- Speed works inside industrial groups — if alignment exists. A working solution today beats a perfect concept that never ships.
03Selected Mandates
- Focus
- External mandates reporting to the board. Restructuring meets technology implementation.
- Deep-Tech
- Rheinmetall · Helsing · Isar Aerospace
- Banking
- Erste Bank · HSBC
04Investments & Education
- Investments
- Occasional tickets between €50k–100k. Pre-seed. DACH & UK.
- Doctorate
- University of St. Gallen (HSG) — Restructuring
- MSc
- Technical University of Munich (TUM) — Engineering
- BEng
- OTH Regensburg — Engineering