Interim CEO

Branch: Real Estate, Hospitality. Employees: 3. Revenue: 2 mEUR.

• End to end process analysis (including IT infrastructure and digitalization of processes to increase efficiency).
• Human resource planning and hiring.
• Development and implementation of automized reporting structure (PnL, profitability per location and customer) and KPI dashboards.
• Optimization of accounting process and implementation of cost centres.
• Business case development for strategic planning and investment decisions.
• Development of modular approach to improve process efficiency and scalability by extending the current IT infrastructure.
• Integration of a new location with 40 beds.
• Automatised reporting increased transparency significantly.
• Organizational chart and hiring of 1 FTE.

Branch: Wholesale, Medical Products, Health Care. Employees: 20. Revenue: 100 mEUR.

• Dashboard and KPI scheme implementation.
• Monthly closing process implementation.
• Development of financial reporting incl. PnL, balance sheet and cashflow.
• Creation and development of shareholder and management reporting.
• Consolidation of 3 entities.
• Plan/Actual Deviation Report.
• Gross Margin Reporting for SKUs and Article Groups.
• Gross Margin Reporting for Customer and Customer Groups.
• Integration of ERP processes (weclapp).
• Implementation of strategic and integrated planning.
• Streamlined finance processes and integrated planning approach resulted in increased and “real time” transparency for business development and strategic decision making.
• Consolidation of all relevant entities.
• Monthly reporting available 3 weeks earlier.

Branch: Commerce, E-Commerce, FMCG. Employees: 30. Revenue: 10 mEUR.

• Implementation of monthly closing process.
• Creation of accounting manual.
• Implementation of KPI Dashboard.
• Development and implementation of financial reporting structure (PnL, cash flow & balance sheet).
• Consolidation of German and Chinese entities.
• Plan/Actual deviation report.
• Automatized reporting including international consolidation.
• Increased level of transparency improved forecast accuracy significantly.
• Improved finance processes enabled higher accuracy and scalability.

A consultant on various aspects of business (see project list):

• Creating visibility.
• Development and implementation of strategic initiatives.
• Digitalization of finance processes.
• Growth and sales internationally.
• Turnarounds and transformations.

Reported to Director Business Line, VP Finance. Company employees: approx. 19,000.

• CFO for global business line with sales volume of approx. 200 mEUR.
• Managerial responsibility for global finance team of 30 employees in 8 countries (China, Norway, Denmark, Germany, Netherlands, Italy, UK & USA).
• Board of Directors Member in Denmark, Norway, China and Italy.
• Execution of the strategy “Digitalization of Maritime Industry”.
• Management and improvement of strategic and operational reporting structures and processes to reflect the changing organizational structure in an agile environment.
• Initiation and implementation of various rationalization programs (e.g. development of target-operating model to improve profitability, Covid Mitigation).
• Development of KPI schemes and dashboards to measure strategic target achievement.
• Optimization of approval processes (incl. implementation of electronic workflows).
• Improved reporting and planning processes resulted in increased forecast accuracy, enhanced visibility and optimized strategic focus.
• Development and implementation of a target-operating model to increase EBIT by 6 percentage points in FY2020 (pre-covid).
• Performance optimization of finance and controlling team (global FTE reduction).

Reported to Managing Director (D/A/CH), Group CFO (France). Company employees: >400.

• Responsible for finance, controlling, IT and human resources in DACH region.
• Managerial responsibility for two employees and management of external service provider.
• Preparation of monthly, quarterly and annual financial statements.
• Creation and improvement of reporting to French HQ.
• Liquidity planning and cash flow management.
• Creation and improvement of operational controlling processes and tools.
• Business analysis and strategic planning.
• Development of international transfer pricing scheme.
• Management of back-office functions.
• Incorporation of Swiss entity.
• Net sales growth from 4 to 8 mEUR.
• Improvement of forecasting accuracy.
• Increased visibility lead to gross margin optimization of 7 percentage points.
• Integration of Swiss entity.

Reported to Senior Controller, General Manager, Regional CFO. Company employees: approx. 70,000.

• Budgeting, forecasting and reporting for local management and international headquarter.
• Brand portfolio analysis.
• Business Analysis (ROI on marketing activities).
• Development and implementation of Controlling- and Reporting-Tools.
• Budget responsibility for all OPEX of the business unit.
• Contact person for marketing, PR and sales in finance topics and SAP support.
• Support of several product launches.
• Development and implementation of OPEX planning tool that was used cross-divisional in Germany.