Marco Maroni - CEO (Ad interim)

Recommended expert

Einsiedeln, Switzerland

Experience

Mar 2021 - Mar 2022

1 year 1 month

CEO (Ad interim)

PlotFactory AG

Introduced LEAN process (5S)
Implemented financial reporting
Various projects such as structural optimizations

Jun 2011 - Oct 2020

9 years 5 months

Managing Director

Ammeraal Beltech AG

P&L responsibility for the site with approximately 100 employees
Developed and implemented the strategic plan for global growth
Direct management of key accounts in Europe and Asia
Coached the leadership team
Maintained relationships with the corporate group, partners, banks, and authorities
Reorganized and developed the Swiss sales team (2015–2017)
Developed and introduced sales initiatives and expanded customer relationships, including adapting the product portfolio
Responsible for financial statements, treasury, controlling, corporate governance, due diligence, and group projects (ERP, Health & Safety, ESG/CSR)
Expanded cost accounting, investment accounting, and MIS reporting
Introduced cost center accounting and supervised those responsible

Aug 2010 - May 2011

10 months

Finance Director

Clear Channel AG

Responsible for the annual financial statements of the Swiss holding company and subsidiaries under IFRS, and reporting to London
Reorganized the IT department
Prepared budgets and initiated further measures to expand controlling
Responsible for complex tax matters under Swiss law and US taxes (holding company)

Jul 2007 - Jul 2010

3 years 1 month

Director (member of executive management)

Bellerive Financial Services

Led the finance & accounting department
Provided consulting and project management, and acquired new clients
Interim assignments for clients as CFO, due diligence, and M&A
Business development, increasing the client portfolio by 50%

Aug 2006 - May 2007

10 months

Chief Financial Officer

Heptagon Oy

Responsible for finance, ICT, and HR in Finland (head office), USA, Singapore, and Switzerland
Conducted due diligence processes for new investors (private equity)
Founded and operationally launched the subsidiary in Singapore

Jan 2005 - Jul 2006

1 year 7 months

Head of Accounting and Controlling, Life BU

Winterthur Versicherung

Responsible for leading the finance and reporting department and its affiliated companies in Switzerland and abroad (US GAAP)
Shared responsibility for the ERP project implementing SAP
Shared responsibility for outsourcing projects in Eastern Europe

Jan 2000 - Jan 2005

5 years 1 month

Global Senior Controller

Shell Finance Services

Led, optimized and centralized the finance department with teams in The Hague, Houston, Kuala Lumpur and Melbourne
Reorganized structures and improved financial processes
Adapted internal client strategies and built the Management Information System (MIS)
Participated in digitization projects (workflow)
Responsible for all finance-related services for Shell Switzerland in the European Shared Service Center in Glasgow, including year-end closing and group reporting (Senior Finance Manager, Glasgow, 2000-01 to 2001-03)

Jul 1995 - Jan 2000

4 years 7 months

Head of Finance

Geberit Produktions AG

Managed and worked hands-on in financial accounting
Shared responsibility for strategic planning and investment strategy
Introduced management information reporting
Participated in due diligence projects during the IPO
Automated the DACH region supply chain

Apr 1993 - Jun 1995

2 years 3 months

Head of Financial Accounting

IP Multimedia AG

Aug 1990 - Mar 1993

2 years 8 months

Head of Accounts Receivable Accounting

Sulzer Rüti AG

Oct 1988 - Jul 1990

1 year 10 months

Management Controller

Weidmann AG

Jul 1986 - Sep 1988

2 years 3 months

Financial Accountant

Übersee Bank AG

Apr 1981 - Jun 1986

5 years 3 months

Operations and Financial Accountant

Sulzer Rüti AG

Summary

Managing Director with a focus on sustainable growth (P&L CHF 35M - 100 employees)
Strategic thinker and process optimizer
Broad functional experience across various industries
Focused on value stream-oriented operational processes
High customer orientation and persuasive communicator, especially with stakeholders

Further development of the company, also thanks to close coordination and strategic partnerships with internal and external stakeholders

Process optimizations that led to reduced lead times and improvements in quality and safety

Employee development through open and empathetic collaboration with all staff and teams

Introduction of controlling for operational improvement, which led to successful cost reductions

Optimized the supply chain for DACH entities and supported the IPO (public offering)