Christoph Quick-timmerhaus - Chief Financial Officer (CFO)

Gelsenkirchen, Germany

Experience

Apr 2019 - Present

6 years 10 months

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Strategic procurement of professional services and other indirect categories including negotiation, development of category strategies, and stakeholder management
Bandwidth: Team lead – CPO
Design and execution of large spend programmes
Negotiation (preparation and execution)
Determination of the organisational maturity grade and organisational development
Process optimisation and KPI development
Change management
Collaboration with other procurement consultants such as GMVK Procurement, Efficio, McKinsey, BCG
Liquidations: dissolving contracts, monetising assets, social compensation plan
Industries: Automotive, Energy/Utilities, Health Care
Company size: Corporates (DAX, MDAX), SMEs (50 – 1 000+ FTE), Start-ups
Selected projects:
Liquidated companies that once provided simulator services to German Nuclear Power Plants
Optimised the procurement of professional services at a global logistics company
Optimised the professional services procurement in the EMEA region at a global automotive group (MDAX)
Consulted on a sales concept for selling medical devices to hospitals/GPOs
Head of Procurement for medical consumables at a Group Procurement Organisation (procurement for hospitals)
Managing Director of a truck service provider

Jan 2008 - Mar 2013

5 years 3 months

Responsible for 100 staff in Finance, Accounting, Procurement, Logistics, and IT
Joint responsibility for more than 1 000 staff and €700 m revenue

Oct 2000 - Mar 2019

18 years 6 months

Overseas experience in the UK (2002–2004, 2013–2016), USA (2005–2007), Netherlands, Hungary
Line responsibility for up to 70 staff at 12 sites
Managed spend of €300 – 1 000 m
Responsible for M&A transactions over €1 bn
Matrix organisation reporting line into local CFO and global CPO
Success stories:
Restructured Dutch power station procurement and merged with German organisation achieving c 10 % savings
Transformed the UK procurement team despite 40 % layoffs, delivering highest savings (7 – 9 %) and highest productivity in the RWE Group (2014–2016)
Introduced a central requisition pool, increasing process speed, data quality, and sourcing decisions while improving user experience
Lead negotiator for a gain share model allowing German government participation in nuclear plant lifetime extension profits
Developed exit strategy for RWE’s water business including investment strategy for increased post-exit financial headroom
Project lead for the American Water IPO

Jul 1995 - Sep 2000

5 years 3 months

Feb 1994 - May 1995

1 year 4 months

Oct 1993 - Dec 1993

3 months

Seasoned procurement executive with focus on indirect spend and liquidations
A strong leader with the proven capability to shape and execute strategy, forge successful teams, and lead change
Solution-orientated, hands-on leadership style
Highly effective through focus on strategically most relevant product groups
Harvard-trained negotiator
Efficiency-driven through rigorous process management, standardisation, and digitisation
Strong commitment to people and organisational development
Effective communicator with the ability to influence both internal and external stakeholders
X-functional experience in Finance, Strategy, M&A, and Corporate Transformation
Mindful, curious, and funny

Authority In Indirect Procurement

Expert In The Procurement Of Professional Services (It, Management Consultancy, Temporary Labour, Hr Services, Crm, Marketing, Mice, Bpo, Facility Management, Mro, Travel, Fleet Management)
Increased Spend Under Management = Reduced Maverick Buying
Reduced Tail Spend By Consolidating Suppliers
Implemented And Strengthened Commercial Contract Management To Control Benefits
Presented And Facilitated At Procurement Leaders, Procurecon, And Bme Events

Value Management

Strategy Development And Execution Using Analytical Approach (Eg, Kraljic)
Harvard-style Negotiations
Successfully Transformed The Uk Procurement Team (C70 Staff, C€1bn Spend): Highest Productivity And Highest Savings (7 – 9%) In The Rwe Group
Successfully Designed And Executed Huge External Spend Programmes
Reverse Engineering Of Supplies/outside-in Analysis Of Suppliers‘ P&ls
Working Capital Optimisation (Dpo Extension, Supplier Finance)

Process Management And Eprocurement

Introduced Catalogue And Other Eprocurement Systems In Order To Automate, Digitise, Harmonise, And Deliver Superior Savings (Eg, Through The Utilisation Of Online Auctions)
Increased Efficiency, Process Speed, And Data Quality Through Rigorous Process Management (Mainly In The Source-to-contract And Purchase-to-pay Processes)
Standardised Demand (Eg, Developed Market Benchmark With Hr For Typical Contractor Roles)
Improved Governance Framework, Compliance, Reporting

Leadership