Senior Strategy Advisor / Interim CFO&COO

Successful unwind of a joint venture (>€20 million)

Successful closing of financing over €25 million

Implementation of monthly liquidity planning updates (U+1), a multi-year liquidity plan for further growth, and a fast close for P&L view (U+2)

Development of the Target Operating Model and optimization of the company structure to foster growth, efficiency, and operational excellence

Identified and partially realized cost savings of 20-25%

Interim CFO, Head of Controlling & Head of Accounting for Germany and Switzerland, including responsibility for the finance team (15 FTE)

Successful restructuring and reorganization of the German unit (€100 million revenue, 450 FTE) as part of the rebranding from Ausy Technologies to Randstad Digital and the associated increased international focus and harmonization

Successful turnaround: stabilization of the declining business, realization of 20% overhead cost savings, and return to profitability

Co-development of the Target Operating Model and organizational development to promote growth, efficiency & operational excellence

Implementation of best practices, standardization of business processes, and optimization & harmonization of the IT landscape in the finance area -> saving 3 FTE in the finance team

Development and implementation of standard processes and best-practice solutions for the monthly closing process around S/4 HANA

Successful vendor selection for robust invoice management and archiving solutions

Successful migration of legacy systems to S/4 HANA on time and within budget

Support for the Business Unit Controlling head in all tasks, including annual budget planning and monthly reporting

Optimization of existing structures and processes

Successful introduction of a new HC tool

Design and implementation of new management-relevant KPI dashboards

Support for two divisions in restructuring the rebate process, including development of a new forecasting model

Set-up of a new sales forecast and reporting -> update effort cut by 70% while increasing the data's management relevance

Reorganization of the finance department and establishment of Business Management (BM) including its structures & processes as a central corporate management & project controlling unit with a servant-leader mindset to maximize profitability and accelerate growth -> avg. 13% growth p.a. (revenue, EBIT, headcount) with high EBIT margin (~45%)

Trusted advisor & sparring partner for the CEO, CFO, managing directors and partners on client projects as well as member of the monthly steering committee of top management

Contribution to the organizational development of the entire holding and subsidiaries to achieve operational excellence

Structural development of BM to optimize control capabilities on projects and in (top) management, team performance (15 FTE) and system support & automation of internal processes for efficiency gains -> no bad debt for 6 years, almost 100% consultant utilization, billing rate ~100%, increase in contribution margin I (CM-I) by ~5% despite price pressure & a 10% increase in internal cost rates

Servant leader for the operational units on about 40 client projects (150mEUR revenue), especially in pitch support, order & contract management, project costing & controlling, month-end closing, margin optimization and annual forecasting

Strategic mid-term planning to manage staff supply and demand as well as short-term resource planning for all 480 professionals on client projects, including procurement of external service providers with a volume of approx. EUR 20M p.a.

Preparation of the monthly company forecast and reporting for top management and investors -> introduction of fast close for CM-I view at month+3 & for EBIT view at month+5

Definition of control-relevant KPIs for the internal DWH and design of corresponding PowerBI dashboards -> daily live reporting of key control metrics

Cost allocation for subgroups

Creation of ad-hoc reports and analyses for the board of directors and associations

Preparation of the annual cost plan

Determination of keys for life/health cost allocation using VBA