Marc A. Pulides - Consulting
Marc A. Pulides

Born in 1967
Studies in Economics at Universities of Munich and Freiburg
Doctorate in Economics at University of Vienna
married – 2 kids
live with my family in Rekawinkel/Vienna

The beginning is the most important part
of the work

(427 - 347 BC)

In 2016, I founded map – Management Consulting Dr. Marc A. Pulides.   Since then I provide services to companies for them to succeed.  I am focused on things that I am really confident with and not on 1.000 different things.  I am focused on practice areas where I am really good in.  Not more, but also not less than that.

Quality and Efficiency are key success factors of my services provided.  To create added value for clients is my permanent incentive.  Not only to produce ideas, but to act „hands-on“ with clients is my passion.

I am a straight and proven leader in my field with an extensive track record comprised of two distinct backgrounds:

My experiences include partnering up with major multinational companies from Europe, Asia, and USA.

My skill sets are focused and proven, with international expertise and with the ability to cooperate effectively with partners in multicultural business environments – both as a team leader and as a team member.  I am specialized.  I am just doing what I am really good at.  I am focused on services related to:

Mergers & Acquisitions - Joint Ventures
Mergers & Acquisitions
Joint Ventures
Controlling – Financial Transformation – Cash Optimization
Financial Transformation
Cash Optimization
Business Process Reorganization
Business Process
Development of Improvements Portfolios
Development of
strategic or operative
Improvement Portfolios
Project and Interim Management
Project and Interim
Change Management

Well done is better than well said

Benjamin Franklin
(1706 - 1790)
Well done is better than well said

I am focused on practice areas where I am really good in.

Always at first:  efficiency and pragmatism.  Based on my own long-term experiences, I know first-hand that it is usually ineffective to have battalions of consultants on site creating nice concepts, detailed documentation and colorful presentations, but neglect operative work or delegate it to the client or to unexperienced juniors.  To hold workshops with client’s employees is important, but they never should be considered as an end in itself only resulting in self-awareness.

Second:  I want to understand the real motivation and needs of my client – not only the evident, but also the hidden ones.  I don’t want to be just a temporary partner of my client, but to be embedded in its organization.  Only by that I can develop awareness and understanding for the real importance – to create added value for my client.  I always prevent from only guiding my client, but partnering up with him to develop focused solutions.  Only by that, I can achieve acceptance and change behavior at all partners involved.

Third:  activity and confidence.  I don’t necessarily want to reinvent the wheel.  I want to carefully look at these client’s competencies which secure success.  I want to boost my client’s potentials, listen to him, understand his needs and want to promote his willingness to change.  I take all partners involved on a journey, embed and include them.  I create trust and self-confidence in their own strengths and I always support stragglers.

The journey of a thousand miles
begins with a single step

Lao Tzu
(604 – 531 BC)

Over the last decades I was always faced with one fact:  constant growth aligned with the access to required resources is crucial for a sustained success of a company.  Only growth creates added value – for shareholders, for employees, and for the community.  Companies must grow.  Stagnation means loss.

Economic growth must be planned, e.g. through the development of adequate strategies on market penetration, through the adequate access to sufficient resources to sustainably secure growth, through excitement of customers for intelligent or innovative products/services and – last but not least – through employees who are loyal and focused on participating on company’s growth.

My clear vision is being partner for mid-sized companies as well as family businesses, who is called for advice in case of further strengthening success or eliminate weaknesses.

My mission is partnering up with companies to reach constant and sustained growth, increase efficiencies or to remove blockage to generate added value – for shareholders, for employees, for customers, and finally for the community.

To climb steep hills requires
a slow pace at first

William Shakespeare
(1564 - 1616)

Mergers & Acquisitions – Joint Ventures

Due to my own long-term and first-hand experiences in numerous M&A Transactions (acquisition or disposal as well as Joint Venture projects) I’ve seen a lot of things:

  • Transactions which raised unreal expectations and - by that - were doomed to fail right in the beginning or in the middle of a process
  • Transactions which were successfully conducted and which afterwards created substantial growth and added-value
  • Transactions which were initially successfully started but then, in the course of the project, have lost focus, and the integration in the existing company’s culture consequently lacked.

I provide support for the acquisition or the disposal of a company/assets, for the search of adequate goals of transaction or of investors as well as for the sustainable built-up of partnerships or Joint Ventures.

Mergers & Acquisitions - Joint Ventures

Any M&A transaction is usually structured in a similar way.  However, every transaction is focusing different specific key aspects.  That’s why I never use a blueprint or a standard scheme.  I design the process for every transaction individually to match its key aspects.

However, a company or asset disposal is usually structured in following phases:

Goal definition and preparation
setting and evaluation of goals, planning of the transaction, longlist, development of Teaser, preparation of physical or virtual data room
address through Teaser, NDA, Procedure Letter, investors talks
and Contract
non-binding offer, Due Diligence, Q&A sessions, evaluation of binding offers, management negotiation, design of contracts, antitrust approval, signing
Stakeholders’ information, demerger, dissolution (esp. IT and Finance), closing

Whereas a Company or asset acquisition is usually organized:

Goal definition and preparation
setting and evaluation of goals, planning of the transaction, target valuation, long-/shortlist
first contact, NDA, Procedure Letter, management talks
and Contract
transmission of request for data, Due Diligence, Q&A sessions, develop­ment of appropriate investment approach and form of financing, non-binding offer, management negotiation, design of contracts, antitrust approval, signing
Stakeholders’ information, closing, integration/Fusion


During the following integration or fusion of the acquired company/assets in an existing company’s culture, experience and know-how are crucial to define and take appropriate action for a successful integration.  That’s for sure not an overnight process.  Milestones have to be defined and the surveillance of their compliance needs permanent coordination or – if required – an occasional redefinition.

I provide support for your company during the whole transaction process or only during selected phases of the process.  My own long-term experience and know-how enable your company to create added value.

Controlling – Financial Transformation – Cash Optimization

Controlling – Financial Transformation – Cash Optimization

„Liquidity is more important than profitability“.  This pretty simple statement of one of my professors at the University of Munich accompanied me since then.

Due to my own long-term experiences as CFO as well as executive manager or board member at numerous companies invested-in, I’ve seen a lot first-hand:


  • Expansion requires a stable form of financing
  • Delays during a product launch need buffering through injection of fresh capital or through liquidity improvement
  • A market decline requires a re-allocation of assets and financials
  • Cash and assets are restricted – their deploys need prioritization

A solid mixture in financials, the matching of capital contribution and expenditure as well as the on-going – not only a punctual – access to sources of finance are essential for the economic success of a company.

I provide support for your company in the development of financial budgeting, in the search for adequate capital contribution and sources of finance as well as in the constant secure of company’s liquidity.

If a man knows not to which port he sails,
no wind is favorable

(c. 4 BC – AD 65)

Today’s markets are affected by rapid change, increasing digitalization and a tearing pace.   During my whole professional career, I experienced that a permanent or at least an occasional analysis of a company’s business processes is essential.  Business processes are aimed to create added value.  They should always be organized and documented, efficient, and sometimes flexible to successfully transform a company’s strategy.

Business Process Reorganization

To detect and to leverage improvement potentials of business processes is an important aspect for sustained economic success in your market.  Each core or supporting process should be analyzed and challenged whether it is value-adding and goal-oriented:  if a business process is adding low value or is (partially) inefficient but generally serves to reach company’s goals, this process should be reorganized and should be made more efficient.  If a business process is efficient but not necessarily aligned with the company’s strategy, this process should be questioned in general or should even be eliminated in order to deploy its resources to other processes.

In my opinion, business processes should primarily be designed to create values instead of producing costs.  Further on, processes should not only create values aligned with a company’s strategy, but should also contribute to a competitive advantage.  Only these aspects enable your company to act profitable on the market.  Reorganization or improvement of processes is never discretionary:  performance improvement must be focused to do exactly the important things better than your competitor.  Nice-to-haves must be eliminated and core competencies or objects of differentiation should be put in the foreground.

I support you to design your business processes transparent, efficient and less complicated as well as goal-oriented, value-adding and enduring.

Believing in progress does not mean believing
that any progress has yet been made

Franz Kafka
(1883 - 1924)

No doubt:  each company has potentials for performance improvements to create added value.  No company can claim not to have these potentials to increase performance.  On the one hand, there could be potentials to increase efficiency, to optimize costs or to restructure resources, on the other hand there could be chances and opportunities to directly increase company’s value. Identified improvement potentials are to be summarized in an Improvement Portfolio.  Purpose of such Improvement Portfolio is to identify the strategical relevant aspects which serve a company to improve its business in the most effective way. Usually, I start with a detailed assessment of the company’s existing infrastructure with respect to support the company’s strategy.  Hereby, I analyze the market environment, products/services, and market segments as well as the company’s core competencies.  Based on these findings, I develop suggestions for improvement – quantified possibilities to increase business success – and I define detailed projects for improvement, organized in an Improvement Portfolio.  An Improvement Portfolio is meant to be a framework for activities which are crucial for an optimal alignment of the company’s resources with the company’s strategy. Following steps characterize the development of an Improvement Portfolio:


In the past, I have undertaken numerous projects like that with companies.  I have realized, that the development of such Improvement Portfolios is a perfect guideline or roadmap a company should follow to increase economic success, to eliminate weaknesses or to confirm competitive advantage.

Knowing is not enough - we must apply.
Willing is not enough - we must do.

Johann Wolfgang von Goethe
(1749 - 1832)

Project and Interim Management

Have you ever asked yourself questions like this:

  • Do I need additional support in a change- or turnaround project for a restricted period of time ?
  • Am I looking for a temporary and flexible solution to close up short-falls in the area of general or project management, finance and controlling ?
  • Do I need a profound expertise on a specific topic for a limited period of time ?
Project and Interim Management

Then my approach on Project and Interim Management could be a suitable alternative for your company.  After all, both mean the same but one of them sounds modern and more state-of-the-art …

Acting as a project or interim manager, I take over the role as an operative manager in your company for a restricted period of time.

Especially in specific topics such as the set-up of an international credit insurance process or the introduction and documentation of Transfer Pricing Systems, I conducted several interims.  Further on, I managed numerous projects in the area of restructuring, implementation of ERP or MIS systems, and change management.  Finally, I completed several M&A Transactions or Joint-Venture-Integrations as well as Start-up-monitoring.

By “hiring” me, you get an expert supporting the direct company goal or to create added value for your business.  Through such temporary staffing, you may cover short-term capacity constraints without creating long-term costs.  Through my fast integration in your organization you gain time until a project is accomplished or a short-term gap is closed – without any interruption of your day-to-day business.

Change Management

Crisis is danger and opportunity

Chinese character „weiji“

Change Management

Over the last years, I faced that a lot:  a company has a position in its market.  But markets and companies are both subject to permanent changes.  What was right and successful yesterday, may be doomed tomorrow and may create space for new.

How should a company react on changes ?  How should a company even actively organize changes ?

Questions like this arise in every company – not only during crisis.

In the beginning of change management seminars, the Chinese character for “crisis” is often used as a warm-up.  This character consists of two components:  one means danger and the other one expresses opportunity.  “Crisis” translated into Chinese actually means “weiji” (危机) and “opportunity“ is “jihui“ (机会).  Common for both is the character “ji” (机), which stands for “Chance”.  On the other hand, “wei” means “danger”.  By that, “weiji” contains of both – threat and change for the better.  So every crisis means challenge and chance.  Anyway – I can’t speak Chinese …

Change Management

But what I can:  I support companies to change.  I support them to cope crisis and – if required – to redefine the strategy of a company or of a business unit.  I hereby interpret change management as an organized transformation to a defined target state.

Whereas “hard” changes, such as finances, organizational structures or Information Technology require a careful diagnosis and implementation, the “soft” changes often impose the bigger barriers:  company’s culture or social and emotional blockage could foil the best change projects.  A holistic change process imposes demanding challenges, especially to the (middle) management of a company.  Different aspects need to be questioned – this approach is especially for executives sometimes difficult to understand and could therefore cause blockage during a change process.

Reasons for crisis could be various, e.g. declining markets, strong expansion and simultaneous shortage of sources of finance, insufficient data-transparency due to inadequate set-up of information systems or lack of management capacities.

To cope with these aforementioned challenges, to counteract such tendencies or to even prevent from inherent hazard, I support companies as an unbiased consultant and – if required – as “hands-on-manager” to achieve desired changes and to generate positive results.

He who knows all the answers
has not been asked all the questions

(551 – 479 BC)

Dr. Marc A. Pulides
Rudolf Heigl Gasse 10 • A – 3031 Rekawinkel
Mobil: +43/664 133 77 77