🔷 The Interim Finance Manager for Munich (👉100% OnSite) 🔷

I served as Interim Finance Manager at Caverion Group (technical building equipment and facility management). There I took over technical and disciplinary responsibility for the general ledger team and ensured the smooth running of all processes for the German entities (revenue in Germany approx. USD 0.7 billion, worldwide approx. USD 2.6 billion).

• Reporting to the Head of Finance & Accounting
• Management status: Member of the finance management team
• Personnel responsibility for 6 employees
• Accounting responsibility for Germany (HGB and IFRS)
• Performed or coordinated the preparation of monthly, quarterly, and annual financial statements
• Organized, controlled, and further developed processes in finance and accounting
• Performed or coordinated tax, fixed assets accounting, and liquidity planning
• Led, managed, and handled the HGB audit
• Onboarding of the newly hired manager

I worked as Interim Manager Finance (Head of Finance and Accounting) at the Feinkost Käfer Group. There I took over technical and disciplinary responsibility for the finance and accounting team and ensured the smooth flow of all processes across 16 companies (Käfer Group revenue approx. 150 million USD).

• Reporting to the Executive Board of Käfer AG
• Management status: Member of the management team
• Personnel responsibility for 16 employees
• Accounting responsibility for Germany (HGB)
• Execution or coordination of the preparation of monthly, quarterly, and annual financial statements
• Organization, control, and development of finance and accounting processes
• Management, supervision, and execution of the HGB audit including the consolidated financial statement
• Execution or coordination of cash reporting with key performance indicators for corporate management
• Cash coordination for the markets and point of contact/coordinator for cashless payment systems
• Execution or coordination of special projects for Käfer Wiesn-Schänke (Oktoberfest)
• Extensive documentation of accounting workflows
• Onboarding of the newly hired manager

Due to the excellent collaboration in 2015, I was very pleased to work again with Binderer St. Ursula Winery (Les Grands Chais de France Group). There I again took over technical and disciplinary responsibility for the finance and accounting team and ensured the smooth flow of all processes for the parent company and its 7 subsidiaries.

• Reporting to the commercial management
• Management status: Member of the management team
• Personnel responsibility for 4 employees
• Accounting responsibility for Germany (HGB)
• Organization, control, and development of finance and accounting processes
• Execution or coordination of the preparation of monthly, quarterly, and annual financial statements
• Management, supervision, and execution of the 2016 HGB audit for the operational parent company of the Binderer Group
• Preparation of the 2016 consolidated financial statement (Germany/Hungary)
• Onboarding of the newly hired manager

I worked as an Interim Finance Manager (Head of Finance and Accounting) at Binderer St. Ursula Winery (Les Grands Chais de France group). There, I took on the functional and disciplinary responsibility for the finance and accounting team and ensured the smooth running of all processes of the parent company and its 7 subsidiaries (total revenue of all Binderer companies around USD 110 million).

• Reporting to the commercial management
• Management level: Member of the management team
• Personnel responsibility for 4 employees
• Accounting responsibility for Germany (HGB)
• Organizing, controlling, and further developing the processes in finance and accounting
• Carrying out or coordinating the preparation of monthly, quarterly, and annual financial statements
• Leading, steering, and handling the 2014 HGB financial audit for the operating parent company of the Binderer group, including restructuring the inventory process
• Preparing the 2014 consolidated financial statements (Germany/Hungary)
• Onboarding the newly hired manager

Thanks to the excellent cooperation during the merger from 2010 to 2012, I was very pleased to work with Aon Hewitt again. I took on the functional responsibility for the Financial Planning and Analysis (FP&A) team in Munich and ensured the smooth running of all FP&A processes on site.

• Reporting to the Head of FP&A Germany
• Management level: Member of the financial management team
• Functional personnel responsibility for 2 employees
• Controlling responsibility (FP&A) for Germany (US GAAP)
• Shared responsibility for quarterly forecasts (Forecast 2 and 3) in the revenue/cost area
• Shared responsibility for the 2014 budget processes for payroll and cost planning for around 350 employees, including shared service cost centers
• Establishing a master file for payroll and cost planning as a future comparison portal
• Improving working capital through process optimization
• Overall responsibility for internal audit in the OTC area (Order to Cash), including processing and closing all irregularities through process changes (e.g., in financial closing, invoicing, and time entry), documenting processes, and involving the responsible department heads
• Coordinating and handling the tax audit by the Munich tax office
• Onboarding the newly hired manager

I worked as an Interim Finance Manager (Head of Finance DA) in the consulting and corporate pension plans division (international US corporation) and was responsible for controlling and accounting for Germany and Austria (revenue in both countries approx. USD 45 million, worldwide approx. USD 7 billion). Initially as a permanent employee and later as an Interim Manager, I led the finance merger for Germany and Austria and supported it as a member of the executive board across various functions.

• Reporting to the CFO Central Europe
• Management level: Member of the executive board
• Personnel responsibility for 4 internal employees and 2 external accountants/controllers
• Controlling and accounting responsibility for Germany and Austria (HGB / US GAAP)
• Monthly closing under Local GAAP/US GAAP (global accounting system)
• Comparative analyses (FCST - PLAN - PY), commentary and presentation
• Leading and coordinating the quarterly rolling forecast (top-down/bottom-up)
• Evaluating key performance indicators for monthly revenue determination (Work in Progress) and the related calculation of provisions
• Setting up and managing international cash pooling including contract coordination, cash management control, and finance partners for the international treasury department
• Financial responsibility for auditors and tax advisors as well as for internal matters (financial statement audit, closing under HGB/US GAAP, financial audit, compliance with SOX guidelines/revenue recognition)
• Responsibility for the tax audit by the Munich tax office
• Onboarding the newly hired manager
• Coordination and responsibility for the restructuring of the finance department
• Coordination and responsibility for transferring accounting to the shared service center
• Advisor and partner for the international project managers overseeing the merger
• Calculating/commenting/posting the synergies in the different departments

I worked in the finance department (controlling and accounting) at ARCA Real Estate, which handles various projects in Eastern Europe (approx. $50M development volume). I led and had overall responsibility for establishing international accounting and controlling for the holdings in Germany and Eastern Europe, including staff development.

• Reporting to the General Manager Europe
• Management level: Member of the executive team
• Personnel responsibility for 2 employees (staff development)
• FP&A and accounting responsibility for Germany and Romania (HGB/Local GAAP/IFRS)
• Cash flow processes and liquidity calculations (actual - forecast - plan)
• Monthly closings under Local GAAP/IFRS
• Consolidation of country entities into overall Europe (corporate controlling structure)
• Comparison analyses (forecast - plan - prior year) and presentation to the board of directors
• Monthly President's Letters including presentation to the board of directors
• Monthly rolling forecasts (top-down/bottom-up)
• Plan processes for the entities (annually from Sep to Dec) and presentation
• Handling and optimizing local taxes as well as taxes under IFRS

At Jafra Cosmetics, I worked in the finance department (controlling and accounting). Jafra Cosmetics is a leading cosmetics manufacturer and distributor based in the USA (revenue in Europe approx. $20M - global approx. $500M). I was responsible for managing the holdings of subsidiaries in five European countries (SMSC), including indirect personnel responsibility for three external accountants/consultants. After restructuring the individual European sites into a Shared Management Service Center (SMSC), I worked with the European Controller to develop controlling tools for the European entities.

• Reporting to President Europe, Finance Controller Europe, and Controller USA
• Management level: Member of the finance management team
• Responsibility for 3 external accountants/consultants
• FP&A responsibility for Germany, Italy, the Netherlands, Switzerland, and Austria (HGB/Local GAAP/US GAAP)
• Monthly closings under Local GAAP/US GAAP (financial statements and accounting)
• Consolidation of the entities in the various countries (accounting and controlling)
• Comparison analyses (forecast - plan - prior year) and presentation to managers
• Monthly President's Letters, including presentation to President Europe
• European leadership and coordination for the monthly rolling forecast
• Financial responsibility for internal and external matters (audit, annual audits under Local GAAP/US GAAP, etc.)
• Evaluation of key operating indicators (KOI)
• Analysis of sales figures for President Europe/CFO USA
• Price calculation and control of standard, wholesale, and retail prices in the system
• Responsibility for European inventory ($4M) and inventory management (analysis, valuations, disposal of obsolete products, etc.)
• Coordination and project management of the plan process (annually from Sep to Nov) and presentation of the plan to the Boards of Directors in Europe and USA (top-down/bottom-up)
• Coordination of local taxes and US GAAP taxes for the holdings
• Internal audits for US GAAP/Local GAAP
• Launching and leading new projects (improving accounting and controlling tools, etc.)

Wholesale and retail company for machinery and equipment