Maximilian Tritschler

Analysis and allocation of controlling tasks (sales controlling, purchasing controlling, balance sheet analysis, financial controlling, logistics controlling, supply chain controlling)

Introduction of regular jour fixes with the team, individual members and internal clients

Implementation of business partnering in investment controlling and active staff development

Process analysis of month-end close, year-end close, rolling forecast, annual budget

Handling and revision of special accounting topics (impairment testing, transfer pricing, group allocation, closing preparations according to HGB)

Significant acceleration of the month-end close process from 25 to 7 days and forecasting

Timely and detailed completion of the budget for all equity investments

Introduction of a monthly rolling forecast process in Lucanet including full consolidation

Adoption of Power BI for contribution margin analysis, dashboards and self-service reporting

Comprehensive analysis of the earnings, financial and asset situation for the onboarding of the new CFO

Gathering and structuring all chapters and subprojects

Introduction of regular project jour fixes

Content support for the chapter lead of the commercial model

Timely preparation and execution of SteerCo meetings (MSH board)

Development of a data model to compare SAP (financial accounting) and GICOM (supplier condition billing)

Identification of mapping issues between the systems

Identification of different approaches by country entity

Initiating harmonization of all condition types across the group

Financial modeling: analysis and evaluation of the Bioland strategy

Creating a 3-year plan (P&L, balance sheet, cash flow) and determining financing needs

Optimizing liquidity management, especially planning and approval of payment runs

Setting new unit prices per pack based on full cost (own brand, private label)

Developing a new sales presentation: positioning, USP, marketing, target consumer

Strengthening contact with key suppliers (potatoes, oil, spices)

Analyzing all suppliers and contracts (especially marketing, logistics, raw materials)

Launching the Lisas brand in retail chains and organic specialty trade with a price increase

Reactivating central billing contracts (EZHG), getting new listings at REWE and EDEKA

Signing new private label deals for Lidl and Kaufland in key account management

Ending unprofitable customer and supplier relationships (especially Lufthansa, advertising agency)

Improving coordination between sales and production (S&OP, production controlling)

Restructuring teams and reporting lines, introducing key account management for each business unit

Retaining key employees and ensuring liquidity without new loans

Avoiding an unfair dismissal lawsuit

Selecting and briefing M&A advisors for deal preparation

Business partnering with M&A advisors: creating a factbook/prospectus and project reporting

Developing a strategic plan and management concept for Aroma Snacks

Populating the data room, running Q&A sessions and investor meetings

Preparing for signing: attachments to the purchase agreement, business transfer under §613a BGB, capital increases and repayment of loans to deliver cash & debt free

Completing the transaction within the timeframe

Achieving an enterprise value within the target range

Analyzing and documenting the current planning process

Merging and analyzing plan data with PowerQuery and SharePoint

Preparing the plan individually and consolidated for the CIO of the ERGO Group

Building dashboards and reporting routines with Cognos TM1

Conducting planning workshops with the CIOs

Developing and implementing optimization potentials (alignment, formats, KPIs)

Improving infrastructure and planning tools (SharePoint, PowerQuery)

High degree of automation in the analysis and consolidation of individual data

Leading the setup and rollout of the multi-project management tool (CPM) in coordination with Lintra GmbH

Performing post-calculations and reviewing the numbers with the departments

Conducting training sessions on project management and CPM in German sugar plants

Correcting financial effects in subprojects by redefining KPIs and OKRs

Enhancing the CPM tool configuration in collaboration with the departments

Implementing the CPM tool across all sites and training all relevant users