Senior Strategy Advisor / Interim CFO&COO

Successfully unwound a joint venture (>€20M).

Secured financing over €25M.

Implemented monthly liquidity planning updates (T+1), a multi-year liquidity plan for further growth and a fast-close process for P&L view (T+2).

Developed the Target Operating Model and optimized the corporate structure to drive growth, efficiency and operational excellence.

Identified cost savings of 20–25% and partially realized them.

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

Successfully restructured and reorganized the German unit (€100M revenue, 450 FTE) as part of the rebranding from Ausy Technologies to Randstad Digital and the increased international alignment and harmonization.

Achieved a successful turnaround: stabilized declining business, realized 20% overhead cost savings and returned to profitability.

Co-developed the Target Operating Model and organizational development to drive growth, efficiency and operational excellence.

Implemented best practices, standardized business processes and optimized and harmonized the IT landscape in finance, 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 powerful 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 lead in all tasks, including annual budget planning and monthly reporting

Optimization of existing structures and processes

Successful implementation of a new HC tool

Design and implementation of new control-relevant KPI dashboards

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

Development of a new sales forecast and reporting -> reduced update effort by 70% while increasing data relevance for management control

Reorganized the finance department and built up business management (BM) with its structures and processes as a central corporate governance and project controlling unit with a servant-leader mindset to maximize profitability and accelerate growth -> avg. 13% growth p.a. (revenue, EBIT, headcount) with a high EBIT margin (~45%)

Trusted advisor and sparring partner for the CEO, CFO, MDs and partners on client projects, and member of the monthly steering committee of top management

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

Structurally advanced BM to optimize project and (top) management control, team performance (15 FTE) and system support & automation of internal processes to increase efficiency -> no receivables default in 6 years, almost 100% consultant utilization, billing rate ~100%, increased contribution margin I (CM I) by ~5% despite price pressure & a 10% increase in internal cost rates

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

Mid-term strategic planning to manage supply and demand of employees as well as short-term resource planning for all 480 professionals on client projects, including procurement of external service providers worth about 20m EUR p.a.

Prepared monthly company forecast and reporting for top management and investors -> introduced fast close for CM I view at month +3 & for EBIT view at month +5

Defined steering-relevant KPIs for the internal DWH and designed corresponding PowerBI dashboards -> daily live reporting of key control metrics

Managed cost allocation for group subsidiaries

Created ad-hoc reports and analyses for board members and associations

Prepared the annual cost planning

Developed keys for life/health cost allocation using VBA