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Today we launch Agentic Agileday - From 100 clicks to one prompt. 🔥 🚀 This is a big milestone for us. When we started Agileday, we knew that one day the platform would do the routine work, not just record it. That day is here. You can give the Agileday Agent an RFP, and it suggests a team, shows the impact on margin and writes tailored CVs. ➡️ Read the full story here: https://lnkd.in/dRxDrqUK 👏 My favourite feedback from a pilot customer came after their first try: “Damn, this works.” I really believe we are onto something, and that our customers will feel the value. This is a big milestone, but only the halfway point. Next, you can let the Agent run work for you with Automations. 💜 This was a true team effort. Sometimes it felt like chaos, but it showed how well we work together. Thank you, team! #AgenticAI #AgenticPSA #ProfessionalServices

Empregado do PagBank pode ser reconhecido como bancário? Decisão do TRT reforça direitos trabalhistas Uma decisão do Tribunal Regional do Trabalho da 2ª Região reacendeu uma discussão cada vez mais frequente no Direito do Trabalho: empregados do PagBank e do PagSeguro podem ter o reconhecimento da condição de bancários? No caso analisado, o Tribunal concluiu que o trabalhador exercia atividades tipicamente bancárias e determinou seu enquadramento como bancário durante todo o contrato de trabalho, garantindo direitos previstos nas normas coletivas da categoria. A decisão observou que o empregado atuava com abertura e validação de contas, gestão de contas digitais, oferta de produtos financeiros, investimentos, CDB, antecipação de recebíveis e outros serviços disponibilizados pelo PagBank aos clientes. Para o TRT, a realidade das atividades desempenhadas deve prevalecer sobre o nome do cargo ou o enquadramento adotado pela empresa. O acórdão também destacou que a classificação da empresa como instituição de pagamento perante o Banco Central não impede o reconhecimento de direitos trabalhistas quando o empregado exerce, na prática, funções inerentes à atividade bancária. A regulamentação do sistema financeiro possui finalidade distinta das normas que protegem as relações de trabalho. Com o enquadramento como bancário, o trabalhador passou a ter direito ao pagamento das horas extras além da 6ª diária e da 30ª semanal, com reflexos em férias, 13º salário, FGTS, aviso-prévio e repousos semanais remunerados. O Tribunal também condenou a empresa ao pagamento de auxílio-refeição, auxílio-alimentação e décima terceira cesta alimentação, conforme previsto nas convenções coletivas da categoria. Essa decisão demonstra que o enquadramento sindical não depende apenas da atividade econômica registrada pela empresa. No Direito do Trabalho prevalece o princípio da primazia da realidade, segundo o qual a Justiça analisa as funções efetivamente desempenhadas pelo empregado. Cada caso deve ser analisado individualmente, mas profissionais que trabalham no PagBank, PagSeguro, fintechs, bancos digitais e empresas de meios de pagamento exercendo atividades relacionadas à comercialização de produtos financeiros podem possuir fundamentos para discutir judicialmente o reconhecimento da condição de bancário e os direitos decorrentes desse enquadramento. A transformação do mercado financeiro trouxe novos modelos de negócio, mas não afastou a aplicação dos princípios que protegem o trabalhador. Quando a realidade das funções evidencia o exercício de atividades tipicamente bancárias, a Justiça do Trabalho pode reconhecer os direitos correspondentes. Palavras-chave SEO: PagBank, PagSeguro, bancário, enquadramento bancário, fintech, banco digital, horas extras bancário, jornada de 6 horas, direitos trabalhistas, TRT-2, Direito do Trabalho.

It felt like I could run Agileday demos almost in my sleep and with my eyes closed. 😆 But the last few days and weeks have been different. After hundreds of meetings and demos, I knew the workflows and scenarios by heart. But the latest Agileday release with MCPs, prompts, agents and automations changed all of that. The number of variations and possibilities has exploded. Now deviation and margin analysis with suggestions happens automatically. Delivery setups with tailored CVs are ready right after you create the opportunity in CRM. And so on. And to be honest, it has been hard to let go of the old patterns and think in a completely new way about how different use cases can be handled through agents and automation. Suddenly, things we used to only wish for are now possible. Super proud of our brilliant development team. Incredible work! More information about the new amazing release here: https://lnkd.in/dv_iXDjG

Funcionário de maquininha é financiário? O que diz o Tema 177 do TST e como a Justiça vem decidindo nos casos Stone, PagBank, Cielo, Rede, Mercado Pago, Alelo, GetNet, Brasil Card, Creditas, entre outros. Trabalha vendendo maquininha, antecipação de recebíveis ou empréstimo para lojista? Você pode ser financiário, com jornada de 6 horas e os direitos da convenção coletiva da categoria. O Pleno do Tribunal Superior do Trabalho fixou tese vinculante no Tema 177 (RR-0011793-60.2023.5.18.0241): "Os empregados das administradoras de cartão de crédito enquadram-se na categoria profissional dos financiários." Na prática, isso significa: ✔ jornada de 6 horas diárias e 30 semanais (art. 224 da CLT e Súmula 55 do TST); ✔ horas extras a partir da 6ª hora; ✔ piso, reajustes, PLR, vale-refeição e vale-alimentação da convenção coletiva dos financiários. "Mas a minha empresa diz que é instituição de pagamento." Esse é o argumento mais usado pelas empresas, e o TST já sinalizou que o Tema 177 não se estende automaticamente às instituições de pagamento. Mas o que define o enquadramento é a atividade real, não o nome no CNPJ nem o registro no Banco Central. É o princípio da primazia da realidade (art. 9º da CLT). A própria empresa do caso que originou o Tema 177 opera hoje como instituição de pagamento. Os Tribunais Regionais têm reconhecido isso: • o TRT da 4ª Região (RS) tem reiterado o enquadramento de empregados da Stone como financiários; • o TRT da 1ª Região (RJ), pela 10ª Turma, manteve condenação da Stone que reconheceu empregado como financiário; • o TRT da 8ª Região (PA/AP) reconheceu como financiária uma ex-empregada da Stone que atuava com antecipação de recebíveis, empréstimos e contas digitais. ⚠ Atenção ao prazo: você tem 2 anos, contados da rescisão do contrato, para entrar com a ação trabalhista. Passado esse prazo, perde o direito de cobrar. Dentro da ação, é possível cobrar os últimos 5 anos, contados da data em que o processo é ajuizado (art. 7º, XXIX, da Constituição, e Súmula 308, I, do TST). Cada mês de espera é um mês a menos de direitos. Se você trabalha ou trabalhou em empresa de maquininha, conta digital ou crédito: 1. Registre o que você realmente fazia: oferta de empréstimo, capital de giro, antecipação de recebíveis, abertura de conta, metas de produtos financeiros. 2. Guarde e-mails, mensagens, prints de sistemas e registros de jornada. 3. Não deixe o prazo de 2 anos correr. Cada caso depende da prova das atividades exercidas. Se você se identificou, vale uma análise individual. 📲 *Trabalha com maquininhas de cartão, antecipação de recebíveis ou empréstimos para lojistas?* Você pode ter direito ao enquadramento como financiário e a benefícios como jornada de 6 horas, horas extras e direitos previstos na convenção coletiva da categoria! 👉 *Clique no link nos comentários e saiba mais sobre seus direitos!*

AI ei muuta taloushallintoa. Me muutamme sitä. Meille Azetsilla tämä tarkoittaa syvän taloushallinnon osaamisen yhdistämistä AI:hin, automaatioon ja moderniin teknologiaan, kuten Microsoft Dynamics 365 Business Centraliin ja Baswareen. Kun teknologia, osaaminen ja prosessit kehittyvät yhdessä, taloushallinto ei vain tuota lukuja. Se auttaa liiketoimintaa tekemään parempia päätöksiä ja luomaan enemmän arvoa.

Tekoälystä puhuttaessa keskustelu menee helposti siihen, mitä kaikkea AI voi tehdä ihmisen puolesta. Kiinnostavampi kysymys on: mitä kaikkea se mahdollistaa meille? Taloushallinnossa vastaus voi tarkoittaa esimerkiksi: ✓ vähemmän manuaalista työtä ✓ nopeammin hyödynnettävää tietoa ✓ parempaa ennakointia ✓ enemmän aikaa analysointiin, päätöksentekoon ja liiketoiminnan tukemiseen Yksi ajatus on jäänyt erityisesti mieleeni viimeaikaisista AI-puheenvuoroista: organisaatioiden tulisi keskittyä tekoälyn hyödyntämiseen omassa ydinliiketoiminnassaan ja johtaa tätä muutosta systemaattisesti. Meidän ydinliiketoimintaamme on taloushallinto. Siksi meidän pitää olla niitä, jotka ymmärtävät sekä taloushallinnon että teknologian mahdollisuudet ja osaavat yhdistää nämä asiakkaalle aidosti hyödyllisellä tavalla. Tekoäly on mahdollistaja. Osaaminen, laadukas data ja kyky soveltaa teknologiaa oikeisiin asioihin ratkaisevat, syntyykö siitä todellista liiketoiminta-arvoa.

“No one has done this before” is a hypothesis, not a search result. You may know your technology and your competitors well. But prior art can come from unexpected places. The same technical principle might: - Be described using completely different terminology - Appear in another industry - Solve a different problem using a similar approach - Form one small part of a much larger invention That’s why a good patent search involves more than typing a description of the invention into a database. A search may support the inventor’s initial view or reveal a similar approach they hadn’t considered. Finding that approach early can help refine the invention and identify which features may be worth protecting. “I haven’t seen anyone do this before” is a useful starting point. A search helps us take the next step. The closer you look at existing solutions, the better you can understand your own contribution.

I starten af måneden var jeg i Københavns Byret med en omstødelsessag, hvor vores klient var mødt med et større krav. Vores klient blev frifundet, og sagen blev i høj grad vundet på klar dokumentation for et centralt faktisk forhold. Det er en pointe, jeg synes går igen i mange retssager: Juraen kan være nok så kompliceret, men det er ofte et enkelt faktum, der ender med at afgøre sagen. Det understreger også, hvor vigtigt det er som erhvervsdrivende at få dokumenteret de faktiske forhold ordentligt, når en uenighed begynder at udvikle sig til en tvist. Den mail, man får sendt i dag, kan vise sig at være langt vigtigere end det processkrift, advokaten skriver et år senere.

📅 Mein Event-Tipp für den November: CS PM-Perspektiven Früher war gutes Projektmanagement oft eine Frage der Planung. Heute ist es vor allem eine Frage der Steuerung. Denn Projekte scheitern selten daran, dass das Ziel unklar ist. Sie scheitern daran, dass sich Prioritäten, Rahmenbedingungen und Ressourcen schneller verändern als die Pläne. Die entscheidende Frage lautet deshalb: Wie bleiben Projekte, Portfolios und Organisationen steuerungsfähig, wenn sich Ziele, Ressourcen und Rahmenbedingungen permanent verändern? Genau darüber möchten wir auf unserer Veranstaltungsreihe "CS PM-Perspektiven" sprechen. Über Priorisierung, Entscheidungsfähigkeit und Führung in einer Zeit, in der sich der Weg zum Ziel immer wieder verändert. Mit Praxiseinblicken, ehrlichen Erfahrungen und Menschen, die Transformation nicht verwalten, sondern gestalten. Ich freue mich auf gute Gespräche und neue Denkanstöße... und auf Ihre/Eure Anmeldungen. Die Teilnahme ist kostenfrei - ein paar Plätze haben wir noch frei. 📍 Mainz, MEWA-Arena | 10. November 2026 Zur Anmeldung: https://lnkd.in/eFzCewUD 📍 München, Bergson Kunstkraftwerk | 18. November 2026 Zur Anmeldung: https://lnkd.in/eMZm3XPf

I have been guilty of measuring the wrong metrics for Legal. Reporting on the number of contracts reviewed in a quarter doesn’t tell the business what we achieved. Contract count is activity, not impact. Whether it’s 176 small NDAs or 8 enterprise deals, a count alone misses what matters. We reported it because it was easy to count and somebody asked us for a number. Turnaround time is better, but there’s a trap. My team could hit under 2 hours on every review tomorrow by accepting every tracked change. Fast and wrong needs no lawyers, at least until the clean-up. It just increases risk and incentivises the wrong behaviour. AI gives us an opportunity to report differently and speak the language of the business, whilst managing risk. We can now see things we couldn’t before. Deviation from standard terms as a percentage. Days from request to signed agreement and where the time goes. The value of pipeline sitting with Legal. The share of work agents handle inside guardrails legal set, with no lawyer touching it. We are good at the work and bad at making the case for it. “We are overworked” is not an ask. I’ve done that one myself. “This much revenue is waiting on Legal, here is why and here is what unblocks it” gives the business something to act on. Getting there means pausing. Every quarter we run a retro on what we built, what moved along without us (with guardrails), what we had to tear up and what I’d do differently. It always feels like one more thing. It’s also what helps the next quarter look different from the last. On Tuesday 24 November I’ll take our CEO Ross McNairn through our quarterly review, live. What we’ll cover: ➡️ The metrics I report each quarter and why I’ve replaced the old ones ➡️ What we’ve actually built and the team structure with agents on it ➡️ Wins, the things I’d redo and what I’m building next ➡️ How to show the business what legal delivers and the risk you’re actually carrying Tuesday 24 November, 4pm GMT / 11am ET. Save your seat here: https://lnkd.in/emj48ZpW

Latest Gather Signal episode is now out -- tune in to hear me subscription-shame Christophe Jammet, claim language as the original code, and remind our AI overlords that humans actually like to shop!! https://lnkd.in/e5MJWcPy

In een google sheet de nieuwe inbound controleren om te kijken of de omruiling niet in de backorder schiet? Zorg dat jouw AI-friend alvast het ticket heeft gelezen, dit heeft opgezocht en dit aan de menselijke agent laat weten via een internal note. 14 keer klikken in een bepaald systeem om ergens uiteindelijk iets neer te dumpen in een excel? AI! Een vraag die gaat over een artikel dat al 7 jaar uit de collectie is, waarvan niemand meer wist dat het bestond en de technische manual ergens in de drive hangt van Patrick die al 4 jaar weg is? Ga eerst maar eens werken aan hoe je data, kennis en inzichten opslaat en verwerkt, want dit gaat AI anders ook niet vinden. Ik zou liegen als zou zeggen dat ik nooit 10 uur lang een proces heb proberen te automatiseren, van iets dat eigenlijk maar 2 keer per maand voorkomt en 3 minuten kost. Maar juist op dit soort momenten leer je dat AI niet die magische tool is die alles zomaar voor je oplost. Blijf daarom de juiste vragen stellen. Kijk niet alleen naar wat technisch mogelijk is, maar ook naar hoe vaak een proces voorkomt, hoeveel tijd je ermee bespaart, welke risico’s je loopt en wat het kost om de automatisering te onderhouden. En misschien nog wel belangrijker: is je fundament op orde? Je kennisbank, koppelingen, documentatie en workflows? De beste AI-implementatie begint niet bij de technologie, maar bij het begrijpen van je operatie. Een slechte operatie wordt niet automatisch een goede operatie omdat je er AI aan toevoegt.

Reminder: Black Friday is over zes weken! Mocht je nu nog op zoek moeten, inplannen en inwerken? Zo last minute nog extra capaciteit regelen is eigenlijk al nét wat te laat. Tijdens piekdrukte draait het niet alleen om capaciteit of zoveel mogelijk naar AI doorsluizen; het gaat erom dat iemand de producten kent, de tooling snapt, weet hoe de processen werken en vooral: praat zoals jouw merk. Anders heb je wel extra mensen in de support, maar geen service. Daarom trainen we bij Customer Happiness Team onze brand representatives vóór livegang niet alleen op de producten, maar ook het merk, tooling, tove of voice en brand identity. Daarna draaien ze mee naast het bestaande team en kunnen we qua capaciteit op- en afschalen waar nodig! Dit is voor mij ook de belangrijkste BFCM les: schaalbaarheid begint op de dag dat je inbox volloopt, schaalbaarheid begint nu. Dus check niet alleen of je kortingscodes niet stapelen, check ook of de capaciteit die je gaat stapelen daadwerkelijk service kan bieden in plaats van support. Je krijgt maar een eerste indruk! Of is het plan nog: we zien wel hoe druk het wordt? #customerservice #CS #service #shopify #customersupport #BFCM #blackfriday

Ben jij voorbereid op de WKR-uitdagingen van morgen? De werkkostenregeling verandert voortdurend. Nieuwe ontwikkelingen, veranderende wetgeving en actuele vraagstukken zorgen ervoor dat organisaties steeds opnieuw moeten kijken of hun huidige aanpak nog werkt. Toch zie ik dat veel organisaties nog druk zijn met de uitdagingen van vandaag. Hoe houd je grip op processen? Waar zitten de grootste risicos? En hoe voorkom je dat fouten pas zichtbaar worden als het eigenlijk al te laat is? Tijdens mijn online WKR-training op 1 december staan die vragen centraal. We bespreken waar het vaak misgaat, welke risicos je kunt signaleren en werpen een blik op toekomstige ontwikkelingen die relevant kunnen zijn voor werkgevers. Zo weet je na afloop wat de regels zijn en vooral hoe je ze in de praktijk toepast. - 1 december 2026 - 09.00 - 12.00 uur - Online Wil je goed voorbereid het nieuwe jaar ingaan? 👉 Bekijk het programma en meld je aan via de aanmeldpagina: https://lnkd.in/edqBeXiK

Om to dager skjer det 🤩 Jeg skal ha webinar om hvordan bedrifter bør jobbe for å få mest mulig effekt ut av forbedringsarbeidet. Og du kan bli med - helt gratis! Jeg kommer til å dele de største feilene jeg har gjort, sånn at du slipper å gjøre det samme! De var nemlig dyrekjøpt 😅 For å være så konkret som mulig på hva du bør gjøre for å få resultater, skal jeg dele en steg-for-steg metode som kan brukes i alle selskaper - uansett bransje og størrelse! Og for å vise hvordan vi faktisk gjør tingene i praksis, kommer jeg til å vise et kundecase. Jeg tror det kommer til å bli sykt bra - sånn helt objektivt sett 🤣 Vi har allerede 70 påmeldte, men du har enda sjansen til å melde deg på: https://dusin.as/webinar/ Håper vi ses 😊

Yes, I do like to receive these types of emails! Something unexpectedly bad happened to this customer (unrelated to Brightflag). Audrey Apgar, their customer success manager, stepped up to help, as she always does and as we always do. It doesn't matter how good your software is (and I think ours is pretty good); things go wrong. Within your org, with the software you bought, with whatever. That's when you need support the most. I'm incredibly proud to lead the dedicated Brightflag team. They think long term. They make every day count. They win and lose together. And they're relentless about prioritizing customer success. #legalops #legaltech

I love getting emails like this from customers: ✅ They're up and running quickly ✅ The CLO is thrilled ✅ Legal ops looks like the hero ✅ The entire team gets a shout-out When we ask customers what they love most about Brightflag, "intuitive" is the most common word they use. Not surprised to see it here! Thanks Seyma Kraemer, Steven M., and Audrey Apgar (and of course the customer who sent this email) for the great work! #legalops #legaltech

If you provide financial services into Australia from offshore, your clock is already running. Australia's new Foreign Financial Services Provider regime commences on 8 April 2027. Existing licensing relief expires 31 March 2027. Now is the time to start planning for a seamless transition into the new regime. We can help foreign institutions assess exposure, confirm the most efficient exemption pathway, and achieve a seamless transition. https://lnkd.in/gwmuPfaS #AOShearman #FinancialServices #ASIC #FFSP Maria Collett-Bevan Vivien Liu Xinglin (Arnold) Li

The second line must challenge the first line, not trust a black box. GenAI is advancing fast, but oversight relies on interrogable checks. This is an accountability issue, not just a technology one. When oversight depends on GenAI systems that are hard to interrogate, the second line cannot explain or defend outcomes to boards and regulators. That does not restore oversight. It creates a dependency the team cannot justify. The second line can use GenAI to create a manageable environment so they can spend their time on making sure risk can be monitored, and not on coordinating between domains, departments, and assessments. Second-line teams must update tests, evidence and methods to preserve their monitoring role. GenAI should strengthen second-line judgement, not replace the ability to justify it. Read more insights on maintaining independent oversight in the GenAI era: https://deloi.tt/46BKn9K

An F1 driver feels the car while a race engineer reads the data, and neither has the full picture alone. Businesses have similar information gaps between functions and levels. Winners find ways to bridge these gaps, and to combine differing insights into successful decisions and actions. Read more below.

What if internal auditors no longer had to choose what to test? GenAI is opening a path to full-population testing and a much more direct view on where the organization stands. For the third line, that changes more than the volume of data reviewed. Testing entire populations can close the gap between real and perceived risk, reduce duplication and reconciliation work, and free auditors to focus on what matters most: interpretation, challenge and continuous assurance. Read more on what GenAI changes for the third line: https://deloi.tt/4y9535h Joost Linders Jeroen Jansen Sjoerd Kampen Esmée Stouten Magnus Skår Andy O. McLeese Sophie van Oort Annika Sponselee Nicole Vreeman Sebastiaan ter Wee Hugo Atzema Shay Danon Jan-Jan Lowijs

Mit einer KI kann ich jetzt sehr schnell und komfortabel Excel-Modelle bauen, aber ich brauche (neben der KI) immer noch MS Excel! Oder würdet Ihr die KI erst eine eigene Excel-Anwendung vibecoden lassen? Ähnlich ist es mit Planungssoftware: Auch hier können mit einer KI schnell und komfortabel Planungsmodelle aufgebaut und weiterentwickelt werden. Aber man braucht immer noch die Planungssoftware: Datenbank, Berechtigungen, Workflow etc. als Basis. Wie die Interaktion von KI und Planungssoftware genau aussieht, ist EIN Schwerpunkt-Thema auf der kommenden Planungsfachkonferenz. Dort kann man viele Praxisbeispiele betrachten und mit Planungsexperten diskutieren, was sich alles verändert (und was auch nicht). Es lohnt sich definitiv wieder Anfang Dezember nach Köln zu kommen! Programm und Anmeldung zur Konferenz: https://hrvth.com/4yySfVQ

Today, I am delighted to launch my new book, Leadership with Soul: EQ Supremacy in the Age of AI, advocating for a people-centric leadership approach to make the workplace a better place using AI responsibly. I am extremely concerned about the state of the global workforce. Gallup, the world authority on workplace science, reports that in 2025 80% of employees worldwide were not engaged. Companies are over-managed and under-led, and too many leaders remain focused on short-term performance at the expense of workforce engagement. Leadership with Soul is a proven leadership model that has created extraordinary value based on 10 principles which, applied consistently, compound their power to build the soul of an organisation, the ultimate competitive advantage for any company. All companies are racing to reinvent their businesses, investing in AI to make their customer value proposition stronger, step up operational excellence and, of course, increase productivity in the workplace. AI is also a major opportunity for leaders to reinvent themselves and unleash the full potential of their businesses. Leaders need to use AI to automate many of the lower-value tasks that consume too much of their valuable time, and free up time for the things only leaders can do. The real opportunity with AI is not simply to do more, faster. It is to use AI responsibly and give leaders back time for the things only leaders can do: communicating clearly, inspiring people, building trust, spending more time with clients, creating engagement, winning commitment, using their creativity to innovate, showing empathy to influence and collaborate, acting responsibly to do business the right way, and using their judgement to take important decisions and make the right calls. The leaders who reinvest the time they free up with AI to put people at the heart of their growth agenda and value creation playbook will be the ones that crack the engagement crisis in the workplace. I predict EQ supremacy in the age of AI, as algorithms will quickly become commoditised and leading with EQ will become a real source of competitive differentiation. It’s time to Lead with Soul. For good. #LeadershipWithSoul #Leadership #AI #EmotionalIntelligence #EQ

Ab sofort treten wir mit Horváth Restructuring unter einer eigenen Sub-Brand am Markt auf. Der neue Auftritt macht für mich vor allem die Breite sichtbar, mit der wir Restrukturierung und Performance Improvement bei Horváth angehen. Das Foto ist bei unserem CAMP entstanden und zeigt unser Kernteam. In unseren Projekten arbeiten wir je nach Situation gemeinsam mit Kollegen aus weiteren funktionalen Bereichen sowie unseren Industrieexperten. Das CAMP ist unsere interne Firmenveranstaltung, bei der Horváths aus sämtlichen Ländern und fachlichen Bereichen zusammenkommen. Wir nutzen die Zeit für den Austausch über Business Units und Center hinweg und arbeiten an den Themen in unseren jeweiligen Teams. Für uns war Horváth Restructuring dort natürlich ein wichtiges Thema. Es ging um die nächsten Schritte mit der neuen Marke und darum, wie wir unsere Kompetenzen in Kundenprojekten noch enger zusammenbringen. Denn eines ist klar: In herausfordernden Situationen wie einer Ergebnis- oder Liquiditätskrise, braucht es das Zusammenspiel verschiedenster Kompetenzen – leistungs- und finanzwirtschaftlich, damit der Turnaround gelingen kann. Genau das stellen wir mit unserem Team sicher.