Finance Transformation Director

The organization lacked clear control, role and accountability structures, especially in the development and product areas.

Governance, forecasting and decision-making mechanisms were not well defined, limiting transparency and prioritization.

Owners and management did not have consistent decision-making and control foundations.

Structured the organizational basis for control, responsibilities and decision paths in the development and product areas.

Built clear governance and role models to ensure controllability and accountability across all development programs.

Designed a consistent control and prioritization model for project, product and investment decisions.

Enabled leaders and teams to strengthen collaboration, domain ownership and decision-making capability.

Supported the strategic performance framework, including business plan, forecast and planning logics.

Systemically strengthened organizational control capability by clearly defining and embedding roles, responsibilities and governance mechanisms across functions.

Created coherent decision-making foundations – development and product areas now have clear prioritization, evaluation and decision logics.

Established strategic program & portfolio management, making progress, risks and priorities transparent across the organization.

Improved collaboration between finance, development and management; decision processes became clearer, faster and less prone to escalation.

Elevated planning and control capability to the C-level, as forecasting, business planning and governance models worked consistently and reliably.

The operations and finance structures were heterogeneous, lacking clear accountability and consistent process logic, which restricted transparency and control capability.

Capacities, quantities and resource needs were not systematically recorded, significantly limiting planning, prioritization and scalability.

A structured leadership, controlling and reporting model was missing, leaving management without reliable decision-making foundations.

Structured the organizational core processes with a focus on accountability, consistency and control capability.

Analyzed key weaknesses and developed and implemented clearly prioritized measures for organizational stabilization.

Built a consistent control and decision-making model (business controlling, reporting, relevant KPI/prioritization logics).

Provided sparring for leaders and management, including on profitability, cost structures and operational prioritization.

Supported organization-wide initiatives to strengthen value creation.

Created structural clarity by systemically defining and aligning accountabilities, process logic and decision paths.

Significantly increased planning & control capability through reliable quantity frameworks, capacity models and consistent decision-making mechanisms.

Established uniform leadership & work routines that greatly improved collaboration, commitment and transparency in daily operations.

Strengthened ownership & competence in finance & operations, enabling teams to act more independently, confidently and systematically.

Improved end-to-end process view, reduced conflicts and sustainably increased organizational efficiency and prioritization.

The finance function had insufficiently defined roles, processes, and governance structures, which limited transparency, control, and decision paths.

There were no solid decision bases, a consistent business plan, or clear accountability and control mechanisms for the planned financing and exit process.

Collaboration between finance, operations, investor/advisory board, and the CEO wasn't systematically structured, making strategic decisions harder.

Took full responsibility for the financial control architecture, including close coordination with the investor/advisory board and CEO on finance, strategy, and governance topics.

Structured and stabilized the organizational foundations of finance & operations (roles, responsibilities, decision logic).

Shaped exit and financing capability through business plan structure, data consolidation, and clear governance requirements.

Provided organizational and leadership advice to strengthen accountabilities, decision paths, and team structures.

Designed central control tools to set up binding reporting, liquidity, and performance mechanisms across several locations (DE/SG/USA).

Strengthened the company's strategic control capability with clear decision models, roles, and governance structures.

Systematically increased transparency and accountability, for example through consistent reporting, forecasting, and decision logic.

Structurally improved leadership and collaboration between finance, operations, investor, and CEO, enabling faster and clearer strategic decisions.

Prepared the organization for growth and exit with scalable control models (DE/SG/USA) and reliable governance mechanisms.

Established a coherent international control logic that integrated corporate strategy, performance management, and decision-making ability.

The operational structures and leadership mechanisms weren't consistently defined, which limited performance, collaboration, and control.

During the generational transition, there were no clear accountability or decision structures, which hurt orientation and organizational stability.

A tense liquidity and supplier situation threatened the company's continuous business capability.

Acted as Interim Managing Director with full responsibility for operational control, finance, and stabilizing key business processes.

Structured and optimized organizational and leadership logic across service, operations, sales, and administration.

Reviewed and adjusted the company strategy with input from shareholders and executives.

Built financial control capability through active working capital and liquidity management.

Led communication and employee engagement to support the generational change and stabilize the organization.

Restored organizational ability to act with clear leadership, decision, and accountability structures during the generational transition.

Strengthened collaboration and communication systemically, greatly increasing orientation, stability, and execution capability.

Stabilized critical business relationships through structured dialogue formats, clear priorities, and consistent control mechanisms.

Renewed the leadership system, significantly boosting commitment and transparency within the organization.

Created sustainable organizational stability, making operations, service, and sales robust again.

Advises CFOs, executive teams, and PE investors on creating controllable organizations by defining roles, governance models, and decision structures so that accountabilities are clear and effective.

Develops and implements robust operating models that systematically integrate finance, business, and IT, ensuring reliable performance and scalable leadership and control processes.

Strengthens leadership, collaboration, and decision-making in complex transformations, making organizations structurally stronger, more capable, and clearly aligned.

Elevates strategic control at the C-level by aligning spans of control, planning logic, and prioritization mechanisms to boost transparency, decision quality, and execution speed.

Supports demanding transformation and culture initiatives, ensuring organizations develop structured, consistent, and sustainable execution capabilities.

Designs clear role, accountability, and decision architectures, and develops and implements effective governance, control, and prioritization mechanisms.

Strengthens and aligns leadership teams during demanding transformation phases and develops consistent leadership, communication, and collaboration structures.

Conducts organizational analyses, systemic diagnostics, and designs change architectures, providing systemic support for complex transformation processes.

Structures and manages complex transformation programs, including risk, dependency, and priority management.

Develops strategic control and decision models to enhance organizational performance.

Takes on interim executive roles (Interim Managing Director, Interim CFO, CIO) with a focus on leadership and control architectures.

Designs operating models, governance, role, and accountability structures.

Leads transformation & change governance (systemic organization development, leadership enablement).

Applies agile leadership and modern work logics (SCRUM, Kanban, Lean Leadership).

Develops strategic control models (decision frameworks, performance & prioritization mechanisms, business model design).