Crisis Management

The coronavirus outbreak has turned the way we live and work on its head within such a short space of time, in a way we couldn’t possibly have imagined. When the local situation forced our Shanghai team to start working from home at the end of January/early February, we genuinely didn’t think that this would soon become the case for staff at all our locations.


#WeAreStayingAtHome – but we’ll still be right by your side!

But that’s exactly what has happened. Since early March, all our teams have been working from home. One thing that has surprised us is how easily we were able to come together and implement our new way of working, as well as the number of things that are now running even more efficiently than before. Thanks to the experience of our colleagues and the close relationships we have within the global network of our parent company Boston Consulting Group, our staff know exactly how agile and cross-functional teamwork should function.

Contact now!

With personal and professional lives having come to a standstill for so many of us, we obviously need to go much further than making purely organizational changes. As a manufacturer, you might have had to deal with delivery failures or may have concerns that they will happen in the near future. As a retailer, you have probably had to adapt to drastic changes in demand as rapidly as possible. And companies of all sizes and across all sectors now need to ensure that they safeguard their liquidity.

But in spite of all these critical challenges, remember that we at INVERTO are here to support you – swiftly and efficiently – with tailor-made solutions.

Three pillars of stability: liquidity, EBITDA, and supply chain

To remain viable during the coronavirus crisis, it is essential that you stabilize your liquidity, EBITDA, and supply chain.

General rule

Try to keep things running as usual with your partners in the supply chain, so you can get back to normal as quickly as possible after the crisis.

Provide a stable foundation during the crisis and optimize your working capital for a return to normality.


More about liquidity protection

It is likely that not all of the revenue losses from COVID-19 can be recouped by increased sales after the lockdown. Find out how you can still improve your overall result.


More about EBITDA optimization

In the Corona crisis, production capability has to be maintained. But after the crisis, it is pivotal to make the supply chain more resilient and sustainable.


More about supply chain stability

Risk Management Study

Our recent risk management study shows that Corona was the wake-up call for many companies to establish structured risk management. This includes:

  • Transparency about their own supply chain
  • Identification of supply risks
  • Prioritization of requirements
  • Development of measures

Download study here


Our expert in critical times

Thibault Pucken

Managing Director Contact


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