Jens Winter - Startup Coach

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Mönchengladbach, Germany

Experience

Nov 2021 - Dec 2022

1 year 2 months

Startup Coach

JW Management Consulting

Supported and guided several start-up companies in online services.
Created business plans and required documents for company organization and marketing activities to secure public funding.
Reviewed business models for plausibility, validity, market fit, and viability.

Oct 2020 - Oct 2021

1 year 1 month

Germany

ERP Finance Project Manager, PMO and Change Manager

ADCO Umweltdienste Holding GmbH

Led an ERP finance migration project to Microsoft Dynamics 365 for Germany’s leading provider of sanitary solutions and systems as part of a business transformation.
The medium-sized, internationally active group is very successful in services around mobile sanitation cabins and container solutions.
Conducted an initial analysis and evaluation of the project setup.
Developed the project approach for implementing a new finance solution at all accounting locations in Germany.
Factored in reorganizations (mergers) in the rollout plan.
Built the entire project organization with internal and external resources.
Selected software and business partner for implementation support, including contract negotiations.
Conducted as-is process recording, identified optimization and standardization potential.
Performed fit-gap analysis and designed the target state of new standard processes across FI/CO for all sites.
Planned project phases and communicated with the entire project organization.
Created the detailed project plan, set up and instructed workstreams and stakeholders.
Managed all internal and external resources and the external business partner using traditional and agile project management methods.
Chaired steering committee sessions and other governance meetings.

Mar 2020 - Jun 2020

4 months

Consultant

JW Management Consulting

Supported and guided a start-up in online and e-commerce business.
Developed the business plan and various documents to secure public funding.
Reviewed the business model’s market viability and summarized facts, market data, and forecasts in a feasibility study.
Created an action plan of sales and marketing activities for a successful market entry.

May 2019 - Nov 2019

7 months

Germany

ERP Project Manager, Head of PMO and Change Manager

Chubb Deutschland GmbH

Led an ERP migration project (from BaaN/Infor LN to JD Edwards) for a German subsidiary of a UK group.
The mid-sized, group-linked company is very successful in project and service business in fire safety and security systems.
Conducted an initial analysis and evaluation of the project setup.
Changed the project setup, built the PMO, designed and executed stakeholder and communication management, recruited project staff, structured and expanded detailed planning, and managed subprojects through all phases (process recording, gap analysis, logistics–billing–accounting optimization, development, customization, testing, training, go-live) to meet deadlines.
Selected, negotiated, and managed a German system integrator and managed the mandated Indian system integrator, including recruiting staff for all project phases from fit-gap analysis to development, implementation, data migration, testing, and training.
Managed all work streams (PtP, OtC, RtR, HR, IT) via subproject leads.
Oversaw risk management.
Simultaneously managed a financial shared service center insourcing project.

Jan 2019 - Apr 2019

4 months

Startup Coach

JW Management Consulting

Provided start-up advice for two new app development companies.
Prepared investor materials with business plans, capital requirement analysis, and liquidity plan.
Created presentations of business models and founding concepts.
Supported obtaining debt financing, grants, and loans.
Drew up an action plan with market and competitor analyses, sales and marketing activities for market entry.
Preselected a suitable, scalable ERP system.

May 2018 - Nov 2018

7 months

Aachen, Germany

PMO Lead, Coach and Trainer

APEVA SE

Client is a preferred supplier for an Asian global group in a highly demanding tech environment.
Company was formed from a carve-out and joint venture.
High tech demands extend to project management, which fell short.
Introduced PMO and trainer roles to elevate project management quality.
Conducted interviews for a status review, optimized project control, upskilled 12 subproject leads to project managers, and optimized use of methods (waterfall, V-model, Kanban) and MS Project.
Built an action catalog with over 250 measures to steer the project.
After a cost analysis, ensured correct value flows (material and time cost allocation) in SAP PS.
Organized lessons-learned workshops and set up the BCM organization to implement optimizations in customer production.
Organized and delivered group and individual training and issued organizational instructions to directly impact optimizations.

Jul 2017 - Mar 2018

9 months

Wermelskirchen, Germany

Project Manager and Specialist Consultant

OBI Services GmbH

In an accounting optimization project at the financial shared service center of Germany’s largest C&C hardware store, created and maintained the project plan independently.
Built the project team to cover all relevant areas and interfaces.
Mapped business processes and analyzed root causes of weaknesses in the entire accounts payable process for non-trade goods (cost invoices).
Developed optimization measures to fix deficiencies, increase automation, and improve workflows.
Discussed process gaps with departments via interviews and workshops.
Designed an optimized target end-to-end workflow for AFI automation software and SAP FI.
Documented processes in flowcharts and measures in an action catalog with cost-benefit analysis and prioritized by feasibility and efficiency gain.
Tracked requirements (CRs) and implementations in Jira.
Supported and steered implementation of prioritized measures, liaising directly with internal and external IT service providers.
Authored a functional specification and requirements document for developing an accounting web portal.

May 2016 - Apr 2017

1 year

Düsseldorf, Germany

PMO, Subproject Supporter

ERGO Group AG

In a large IT project at one of Germany’s biggest insurers in life insurance, managed and supported 7 subprojects with 14 project managers and 200 staff.
Directed and ensured quality of project documentation (pre-studies, analysis and decision documents, project charters, functional specs, test plans, correction documents, acceptance and test reports, status reports in SharePoint).
Managed software and system changes via traditional project management and Scrum.
Prepared and managed committee decisions and resource escalations.
Managed CRs and tickets (ClearQuest, HP-ALM).
Took minutes at governance and status meetings, tracked tasks and open issues across subprojects using Clarity.

Apr 2016 - May 2016

2 months

Cologne, Germany

PMO, Project Manager and Specialist Consultant

WDR

During restructuring of the marketing division at public broadcaster WDR.
Built the project management office and recruited project staff.
Managed subprojects in HR, communications, service delivery, and finance for interviews, analysis, and evaluation of restructuring measures to cut costs and optimize organization.
Created technical briefs for the restructuring plan.

Sep 2015 - Dec 2015

4 months

Düsseldorf, Germany

Consultant and Project Manager

Henkel AG & Co. KGaA

In a global SAP standardization and rollout project, supported implementation of the strategic Business Process Transactional Model across SAP FI/CO/EDW/BW/BI/SD/MM.
Client is the world’s third-largest maker of detergents, cleaning agents, cosmetics, and adhesives.
Collected and analyzed BI reporting tools, landscapes, and processes centrally.
Analyzed gaps and deviations in operational processes and reports per new requirements.
Tracked milestones and task packages, plus ad-hoc project tasks.
Managed standardization and adjustment in sales (SD invoicing), supply chain (MM invoicing), and finance reporting (CO/BI) within the team and global functions.
Updated and adapted training materials for global rollout.

Jun 2015 - Sep 2015

4 months

Düsseldorf, Germany

Consultant and Project Manager

AGES Maut System GmbH & Co. KG

Created a business plan modeling the ‘Operation of German motorway toll’ for one of Europe’s largest toll operators.
Developed calculation and simulation models for bids to the federal government.
Conducted point-of-sale sales network planning to support calculations and scenario simulations.
Managed project activities to generate reliable base and statistical data and gather department info for accurate cost and performance planning.

Sep 2014 - Mar 2015

7 months

Cologne, Germany

Interim CFO and Project Manager

ArcelorMittal Distribution GmbH

Temporarily took on CFO role in a German/Swiss sub-group of the world’s largest steel producer and distributor.
Led the financial shared service center and controlling functions.
Supported budgeting and year-end closing.
Introduced additional KPIs (operational/financial).
Enhanced internal control system for SOX compliance.
Assessed accounting processes via interviews and document review.
Optimized finance and accounting processes (accounts payable/receivable) by implementing workflows in SAP FI/SD/MM and other subsystems.
Built profitability measurement for operating branches using KPIs.
Produced a feasibility study on outsourcing the shared service center to external providers.
Identified and scoped process and cost optimization opportunities.

Apr 2014 - Jul 2014

4 months

Düsseldorf, Germany

PMO and Delivery Manager

Arla Foods GmbH

Supported overall project management and led the PMO in a global SAP standardization and rollout in an international food group.
Handled project controlling, including resources and costs globally in Excel, MS Project, and SAP Solution Manager.
Monitored and updated master and milestone plans and detailed project plan.
Aided recruitment of project staff, especially developers.
Tracked, collected, and documented deliverables from all participants.
Oversaw necessary software adjustments via custom coding and ABAPs under Scrum.
Managed interfaces via daily stand-ups using Kanban.
Supported change management and rollout managers.
Reviewed documentation of standardized logistics target processes per unified SAP standards and latest release in supply chain and billing (SAP MM, SD, PP) and SAP FI and BW for planning and forecasting.
Documented project rule meetings and cross-functional workshops.
Prepared presentations and documentation for governance and steering committee.
Planned and executed the entire handover to the Indian IT service provider.

Aug 2013 - Jan 2014

6 months

Linnich, Germany

Project Manager and PMO Lead

SIG Combibloc Systems GmbH

In a global parallel accounting adjustment for a machinery and packaging group, mapped and documented all target accounting and billing processes per local law and IFRS.
Translated target process descriptions into business and technical documentation for global SAP rollout (FI/CO/SD/MM/PP/PS/BW), including billing adjustments along the new business model.
Aligned documentation and requirements with IT.
Created and maintained the detailed project plan.
Led subproject rule meetings and cross-functional workshops.
Coordinated with internal IT service management for technical SAP adjustments.
Prepared presentations and documentation for executive leadership and steering committee.
Built and maintained a risk matrix.

Feb 2013 - Apr 2013

3 months

Interim Manager

JW Management Consulting

Designed cost object and profit center accounting for a mid-sized manufacturing company making batches for pharma and cosmetics.
Defined cost center structure per organizational setup.
Determined overhead costs and set allocation keys and postings to cost centers or directly to cost objects.
Allocated costs via apportionment, splits, distribution, and settlement methods.
Mapped cost objects to profit centers.
Developed alternative profit center structures for different sales views.
Documented cost object accounting as an IT implementation template.

Mar 2012 - Sep 2012

7 months

Kreuztal, Germany

Interim Manager

Friedrich Krombach Armaturen GmbH & Co. KG

Updated the standard costing model per US group guidelines in an international mid-sized valve manufacturer.
Built a simulation model to capture real production capacities and analyze manufacturing and overhead costs.
Calculated and adjusted current hourly rates for all work centers.
Implemented new rates in BaaN and Infor ERP, testing and simulating inventory and WIP value changes and project costing.
Led a project to clean up item master data.
Documented new manufacturing cost accounting processes.
Defined and implemented actual hour feedback in the ERP time tracking.

Feb 2012 - Sep 2013

1 year 8 months

Bad Homburg, Germany

PMO and Project Manager

Basler Securitas GmbH

Merged two controlling worlds in a merger integration (Basler Securitas/Deutscher Ring) of an international, mid-sized life insurance group.
Developed a draft concept on functional and technical requirements.
Managed five subprojects (planning, reporting, cost accounting, MIS, sales channel accounting) within the new central group controlling to implement standardized processes and structures per the overall concept.
Controlled the project via Planview.
Supported subproject managers in drafting technical specifications.
Captured current processes and defined optimized target processes across group controlling in SAP FI/CO, BW, Application Studio, and Excel for national rollout.
Defined action fields and tasks for subprojects.
Continuously aligned with IT for process implementation with existing and new apps.
Planned and managed subprojects, including costs and resources.
Maintained the master project plan.
Led subproject rule meetings.
Prepared presentations and documentation for group PMO, cross-project manager meetings, and steering committee.
Created a feasibility study with three scenarios and ROI analysis for SAS FM introduction.

Aug 2011 - Oct 2011

3 months

Bad Soden-Salmünster, Germany

Interim Manager and PMO

WOCO Industrietechnik GmbH

Captured current processes and defined optimized target processes across the company in the N5 Solution modeling tool for an international mid-sized auto supplier.
Analyzed the group’s and parent company’s organizational structure and identified weaknesses.
Developed restructuring scenarios to sustainably improve administrative and production workflows.
Described optimization potential through automation and expanded ERP Navision functionalities.
Created requirements specs for implementing new ERP software.
Led the PMO, planning and monitoring costs and resources.
Prepared presentations for project teams, leadership, and steering committee.

May 2011 - Jul 2011

3 months

Interim Manager

JW Management Consulting

Advised two newly founded retail franchise companies.
Prepared bank documents with business plans and business model presentations.
Supported obtaining debt financing and public grants or loans.
Developed an action plan of sales and marketing activities for market entry.

Aug 2010 - Mar 2011

8 months

Nuremberg, Germany

Interim Manager

GfE Gesellschaft für Elektrometallurgie

In an international mid-sized metal processing and finishing company, created the project plan, organized and ran workshops, and documented and communicated results and recommendations for committees.
Defined optimized target processes across finance, accounting, and controlling in BIC-Design modeling tool.
Introduced unimplemented controlling processes (procurement, sales, investment, production) and optimized accounting processes (dunning, credit checks, liquidity planning).
Detailed optimization through automation using ERP Navision IT features.
Wrote functional specs and requirements for controlling and accounting for MS Dynamics ERP implementation.

Jan 2010 - Jul 2010

7 months

Interim Manager

JW Management Consulting

Advised multiple new service companies.
Prepared bank documents with complete business plans, including P&L forecasts, balance sheet plans, three-year projections, liquidity plans, and capital requirement analysis.
Supported obtaining debt financing and public grants or loans.
Defined sales and marketing activities for market entry.

Sep 2009 - Dec 2009

4 months

Project Manager

JW Management Consulting

For a new international business unit of a large German stainless-steel valve maker.
Developed the project plan to implement functional specs.
Created a business plan with balance sheet planning, P&L forecast, best/worst-case scenarios, liquidity plan, and capital need analysis.
Planned spin-off of the new unit into a subsidiary.
Prepared business idea presentations for potential investors.
Selected investors and led financing talks.
Defined an action catalog for strategic and organizational development of the unit.

Jul 2009 - Aug 2009

2 months

Cologne, Germany

Project Manager

TÜV Rheinland AG

In a pre-study, recorded as-is processes for all accounting functions at decentralized sites of one of Germany’s largest industrial and technical service providers.
Created the project plan and functional spec for implementing analysis results.
Analyzed and evaluated organization, process quality, and staff qualifications.
Reviewed optimization, further standardization, and synchronization of SAP FI/CO/MM/SD/BW and other ERP interfaces to unify and automate accounting and invoicing processes group-wide.
Developed alternative models to redesign group accounting.
Drafted and presented a financial shared service center as the recommended model for centralized accounting.
Prepared decision papers for committees.

Jan 2009 - May 2009

5 months

Düsseldorf, Germany

Project Manager

Henkel AG & Co. KGaA

Ahead of a major tax audit, conducted structured as-is recording and analysis of global transfer pricing documentation for a group that’s the world’s third-largest maker of detergents, cleaning products, cosmetics, and adhesives.
The global HQ in Germany manages production and sales entities worldwide.
Created the project plan and aligned with departments and committees.
Updated transfer pricing documents per OECD standards and local tax authority guidelines.
Updated all materials with recent benchmark studies via Orbis database queries to validate mark-ups and transfer pricing methods.
Revised functional and risk analyses to reflect the latest organizational changes at entity and function levels.
Recommended a routine update process for formal documentation using financial data from HQ and affiliates.

Feb 2008 - Dec 2008

11 months

Cologne, Germany

Project Manager

HDI-Gerling Industrie Versicherung AG

In global integration of two insurers and the SAP consolidation and rollout subproject, recorded complex cost allocation scenarios within management accounting.
Developed the project plan, coordinated with interface functions, managed project communication, and documented results.
Analyzed cost/value flows in SAP FI and CO and drafted a new cost allocation method in SAP FI-SL to replace an Oracle database solution, plus new cost object accounting in FI-SL for national rollout.
Ensured compliance with external reporting requirements for internal cost allocations and intercompany transfer pricing for services among group insurers.
The client is one of Germany’s largest insurers.
Also reviewed cost allocation optimization and cost-based service charging from the shared service center to recipient entities.
Documented recommended solutions in functional specs for ERP implementation.

Jul 2007 - Dec 2007

6 months

Munich, Germany

Project Manager

SEN Siemens Enterprise Networks GmbH

In a global SAP consolidation project, designed a new profit center and cost center structure and cost allocation scenarios as a unified worldwide approach (incl. USA, UK, rest of world) for global rollout.
Developed the project plan and defined project communication.
Documented results and prepared decision papers for governance.
Simplified and standardized cost accounting processes and proposed reorganizing SAP FI/CO infrastructure and BW reporting for unified global controlling and reporting.
Client is a global top-5 telecommunications player and part of a leading tech group.
Also documented core business processes, captured existing cost accounting structures, dependencies, and allocations, and transfer pricing principles.
Reviewed current and future business model and process representation in the cost accounting perimeter.
Recommended process optimization and recharging of HQ service costs to global operational units.
Collaborated closely with IT service management for system changes (customizing/programming).

Nov 2006 - Jun 2007

8 months

Bochum, Germany

Project Manager

BP Europe SE

Managed and documented handover of a controlling team in a restructuring initiative.
Planned and led the full handover of the controlling area from existing to new team.
The controlling area client is part of a financial shared service at the German HQ of a UK global oil and retail group.
Documented key data-gathering and processing workflows in various non-integrated systems (SAP R/3 FI/CO/SD/MM and BW, ISP, SUN, Access, Excel, Oracle) and UK-standard reporting in SAP R/3 BW.
Checked cost calculations for services and materials billed intercompany.
Defined optimization and automation for invoicing and internal billing processes.
Produced an assessment of the controlling team and processes.
Drafted gap analysis, improvement proposals for controlling workflows, and a plan to replace the local database and migrate into SAP as part of a European rollout.

Oct 2005 - Oct 2006

1 year 1 month

Munich, Germany

Interim and Project Manager

Management+Consulting Team AG

Olsen GmbH: Generated, analyzed, and verified sales, logistics, and purchasing data at an international womenswear brand. Identified cost and process optimization opportunities. Designed a new internal org for purchasing, approval, travel expense, and fleet management.
b+m system solutions GmbH: Improved data transparency by enhancing the existing reporting (reserves, accruals, project evaluations, inventory checks, etc.) at an industrial painting systems producer. Defined and implemented reporting periods and responsibilities. Redesigned workflows in ERP Navision (invoices, order control, purchase and shipping docs) and material/warehouse flows. Implemented receivables management and documented processes in the quality manual. Developed a structured project management approach (MS Project) with responsible company units and mapped processes fully in ERP.
Wavelight GmbH: Developed key rules and regulations for a new internal and external accounting environment at a medical laser device maker. Analyzed historical, current, and forecast figures and made numbers comparable across accounting standards (HGB, US-GAAP, IFRS) to show company performance and identify weaknesses. Found cost and process optimization potential.

Jan 2003 - Dec 2004

2 years

Sarstedt, Germany

Commercial Director - Holding Controller

Wiedemann GmbH & Co. KG

430 employees in operating company, 950 group-wide
Led 29 staff + 4 department heads
Group revenue €210 M – holding with 6 subsidiaries
Introduced group liquidity reporting
Implemented profit center accounting for branches
Set up scenario planning across all entities
Expanded KPI system
Established a cash pool and prepared acquisition financing via bank and equity
Prepared a company acquisition (due diligence) carve-in

Jan 1999 - Dec 2002

4 years

Paderborn, Germany

Commercial Director - Finance Director

Lödige Maschinenbau GmbH

280 employees at operating company, 450 group-wide
Led 25 staff + 4 department heads
Group revenue €50 M – holding with 5 subsidiaries
Reduced costs through broad staff cuts and sourcing cheaper suppliers
Implemented ERP PSIPENTA
Introduced contribution margin accounting, liquidity reporting, and project costing
Secured expansion financing and investment loans
Implemented tax optimization measures
Co-founded a personnel development company
Carve-in/out of two production subsidiaries

Jan 1996 - Dec 1999

4 years

Mönchengladbach, Germany

Commercial Director - Finance Manager

Hebro Chemie GmbH

160 employees at operating company, 250 group-wide
Led 21 staff + 4 department heads
Group revenue €40 M – holding with 4 subsidiaries
Expanded UK-GAAP reporting
Built a sales cost accounting system
Improved working capital via receivables reorganization and inventory management with reduced stock levels
Managed company sale (due diligence)
Carved in/out two subsidiaries
Led a major tax audit for seven group companies

Jan 1993 - Dec 1996

4 years

Mönchengladbach, Germany

Commercial Director

Borussia VfL 1900 e.V.

140 employees – led 20 staff + 3 department heads
Revenue €30 M
Implemented an ERP system
Built retail and logistics organization
Secured bank and private financing for fixed assets

Jan 1992 - Dec 1993

2 years

Mönchengladbach, Germany

Sales Assistant

Klevers GmbH & Co. KG

120 employees – led 8 staff + 2 group leaders
Revenue €16 M
Advanced sales promotion activities

Jan 1990 - Dec 1992

3 years

Mönchengladbach, Germany

Commercial Assistant

Borussia VfL 1900 e.V.

110 employees – led 10 staff + 2 department heads
Revenue €15 M
Implemented ERP system
Introduced P&L forecasting and liquidity planning
Set up cost accounting

Jan 1988 - Dec 1990

3 years

Zürich, Switzerland

Freelance Sales Staff

Valor Trend AG

45 employees in Germany
Revenue €25 M
Built core customer base and sales network

Jan 1983 - Dec 1989

7 years

Geilenkirchen, Germany

Head of Communications Center

German Air Force

150 staff – led 20 staff + 4 group leaders
Technical equipment €20 M

Languages

German

Native

English

Advanced

Education

Oct 1987 - Jun 1990

AKAD Private College

Diploma in Business Administration · Business Administration

Oct 1972 - Jun 1983

Hugo Junkers High School

Advanced Technical College Entrance Qualification · Mönchengladbach, Germany

Certifications & licenses

Certified SAP R/3 Consultant for FI/CO/MM/SD/HR Modules

IAL, Düsseldorf

IHK Trainer Qualification

IHK

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