Maximilian Tritschler
Controlling Consultant
Experience
Controlling Consultant
The better green GmbH
Implementation of the planning and analysis structure for a renewable startup
Industry: Waste management, renewables. Key figures: no annual revenue yet, 15 employees, 5 subsidiaries. Shareholder: private investor
Situation:
- Company founded in 2021, manure disposal plant under construction since 2022, originally planned completion Q3 2024
- No commercial processes or structures in place, CFO dismissed without notice, unreliable accounting (incomplete, wrong entries by tax advisor)
- No current business plan, reporting, liquidity planning, etc.
- No control over payment runs / cash flow management
Approach:
- Set up a planning folder for P&L and balance sheet items, introduced planning workshops with management, procurement, and plant construction leads
- Transferred the original plan into a SKR04 structure
- Analyzed and optimized the payment run process, implemented CANDIS.IO and Datev
- Analyzed and classified all payments for the reporting period according to SKR04
Results:
- Determined capital requirements for all entities through 2025
- Introduced planning structures
- Built a basic actual vs. plan reporting, resulting in higher cost transparency
Interim Head of Controlling
Windstar Medical GmbH
Restructuring the controlling department of a pharma trading group
Industry: FMCG, consumer goods (food & non-food), over-the-counter medicines. Key figures: approx. €150 M annual revenue, ~160 employees, 5 subsidiaries. Shareholder: private equity (Oakley Capital). Team size: 5
Situation:
- Covering vacancy for Head of Controlling and Senior Controller (both on maternity leave)
- Young team in development; members with very short tenure (< months)
- Inefficient and poorly documented core controlling processes and team structure
- Interim Head of Controlling took over HR controlling (personnel planning, annual bonus calculation) and shareholder reporting
Approach:
- Analyzed and allocated controlling tasks (sales, procurement, balance sheet, finance, logistics, supply chain)
- Introduced regular meetings with the team, individual members & internal clients
- Rolled out business partnering in subsidiary controlling and active staff development
- Process analysis of month-end, year-end, rolling forecast, annual budget
- Took over and revised special accounting topics (impairment test, transfer pricing/group allocation, year-end preparations under HGB)
Results:
- Significantly accelerated month-end close (from 25 to 7 days) and forecasting
- Timely and detailed completion of budgets for all subsidiaries
- Introduced a monthly rolling forecast process in LucaNet (incl. full consolidation)
- Implemented Power BI (contribution margin analysis, dashboards, self-service reporting)
- Comprehensive analysis of earnings, financial, and asset positions for onboarding the new CFO
M&A Associate
Loy & Co. Corporate Finance GmbH
Managed buy-side due diligence in a high-volume transaction
Industry: M&A advisory, management consulting. Key figures: 5 employees. Shareholder: owner-managed
Situation:
- Covering vacancy for buy-side due diligence
- M&A transaction: industrial production, approx. €150–300 M deal volume
Approach:
- Coordinated communication during due diligence with M&A advisors, lawyers, auditors, and the prospective investor
- Collected and prepared Q&A questions, pre-reviewed responses (financial, technical, environmental, legal, tax due diligence)
Results:
- Timely execution of all high-priority Q&A sessions
- Ultimately: successfully closed transaction.
Big Data Analyst & PMO
MediaSaturn Holding GmbH
Big Data: built data models and reconciled ERP systems
Industry: FMCG (non-food), retail consumer electronics. Key figures: approx. €22 bn annual revenue, ~50,100 employees. Shareholder: publicly listed (Ceconomy AG)
Situation:
- Large variances in gross margin forecast → program “Financial Transparency Gen2”
- Slow project progress, little internal drive from project participants
Approach:
- Mapped and structured all chapters and subprojects
- Introduced regular project meetings
- Provided content support to the chapter lead “Commercial Model”
Results:
- Prepared and led SteerCo meetings on schedule (MSH board)
- Built a data model to compare SAP (financial accounting) and GICOM (condition billing with suppliers)
- Identified mapping issues between systems
- Identified varying practices by country
- Initiated harmonization of all condition types across the group
Project Management Officer (Startup)
Glasfaser Direkt GmbH
Established a project management office and built structures in the CFO area
Industry: telecommunications, fiber operator. Key figures: ~€2 M annual revenue, ~60 employees, 2 subsidiaries (founded 2021). Shareholder: private equity (KKR)
Situation:
- High-level business case only, pricing, costs, and contribution margins unverified
- CFO area under development (accounting, HR, controlling, legal, compliance)
- Many projects but little transparency and progress
Approach:
- Developed product P&L and pricing model with the board
- Financial modeling: capex evaluation for each project cluster (investment controlling)
- Structured all ongoing projects in the CFO area, introduced project controlling
- Took over project management, started regular project meetings
Results:
- Bottom-up business and pricing model, ranked top capex projects (investment KPIs)
- Clear assignment of project tasks to staff, speeding up progress
- Played an active role in:
- Implementing SAGE 100 accounting
- Deploying SAGE HR Suite
- Insourcing accounting from external tax advisor
- Building a due diligence document database (data room)
- Ending EifelNet DSL contracts
- Implementing health & safety standards
- Conducting a data protection audit
Managing Director (Organschaft)
Aroma Snacks GmbH
Restructured and turned around an organic snack company
Industry: FMCG (food), production and sales of Bioland potato chips. Key figures: ~€6 M annual revenue, ~35 employees. Shareholder: family-run (CORVIS GmbH). Team size: 35 (direct reports)
Situation:
- Took over operational management after company sale
- Unprofitable model, high cash burn, low staff morale
- Implemented strategy from M&A factbook
- Temporarily led HR (payroll, personnel administration)
Approach:
- Financial modeling: analyzed and evaluated Bioland strategy
- 3-year planning (P&L, balance sheet, cash flow) and financing needs
- Optimized liquidity management (especially payment run planning/approval)
- Calculated new full-cost price per pack (brand & private label)
- Created new sales presentation: positioning, USP, marketing, target customer
- Strengthened relationships with key suppliers (potatoes, oil, spices)
- Reviewed all supplier contracts (marketing, logistics, raw materials)
Results:
- Launched the “Lisas” brand in grocery and organic retail with a price increase
- Reactivated central billing agreements, won listings at REWE and EDEKA
- Key account wins for private labels at Lidl and Kaufland
- Ended unprofitable customer/supplier relationships
- Improved coordination between sales & production (S&OP, production controlling)
- Restructured teams and reporting lines, introduced key account management by division
- Retained key staff (production, sales, finance, customer service, QA)
- Secured liquidity without new loans (from 2022)
- Avoided an unfair dismissal lawsuit
Post-Merger Liquidation Specialist
Tyrrells Snacks Intl. GmbH
Liquidated a GmbH after carve-out and business transfers
Industry: FMCG (food), export of savory snacks. Key figures: ~€15 M annual revenue, 1 remaining employee. Shareholder: family-run (Intersnack/Pfeiffer & Langen IHKG)
Situation:
- Sold the related Aroma Snacks GmbH to a new investor
- Transferred sales and customer service to Aroma Snacks under §613A BGB
- Wanted to realize tax loss carryforward and wind down operations
Approach:
- Listed and terminated all external business relationships
- Managed the “archive digitalization” project
- Opened a branch in Düsseldorf and relocated the office
- Took over financial reporting and accounting
Results:
- Prepared liquidation; started the one-year blocking period from 2021
Commercial Finance Manager
TK Maxx GmbH & Co. KG
M&A Project Manager
Intersnack Group GmbH & Co. KG
Prepared and managed a sell-side M&A deal
Industry: FMCG (food), holdings in international snack companies. Key figures: ~€3 bn annual revenue, ~12,500 employees. Shareholder: family-run (Pfeiffer & Langen IHKG)
Situation:
- Intersnack ended up owning Aroma Snacks GmbH by accident during another acquisition
- Restructuring/sanitation failed; planned sale to a new investor
- First sell-side deal for Intersnack, wanted interim manager support
Approach:
- Deal preparation: selected and briefed M&A advisors
- Business partnering with advisors: created factbook/prospectus, project reporting
- Developed strategic plan/management concept for Aroma Snacks
- Due diligence: populated data room, led Q&A sessions & investor meetings
- Prepared for signing: drafted contract attachments, handled §613A BGB transfers, capital increases, loan repayments for cash & debt free transfer
Results:
- Completed transaction on schedule
- Achieved enterprise value in the desired range
Divisional CFO / Finance Director
Tyrrells Snacks Intl. GmbH
Analyzed success factors and business model of a snack exporter
Industry: FMCG (food), export of savory snacks. Key figures: ~€15 M annual revenue, 14 employees. Shareholder: family-run (Intersnack/Pfeiffer & Langen IHKG)
Situation:
- Aim to consolidate all export activities for the group
- Task: evaluate the business model and fit with the group OGSM
- Led operational finance functions as divisional CFO
Approach:
- Developed business plans (balance sheet, P&L, cash flow) for 2019 and 2020
- Full-cost calculation (production to shelf) for key account management
- Monthly reporting & consolidation to group accounting
Results:
- Concluded the business model was not viable and set up a central export control mechanism (clearing house)
- Vertically integrated exports to France via a local management unit
- Increased value creation by cutting distribution layers
- Prepared for merger/liquidation: converted GmbH & Co. KG to GmbH (accounting & treasury), repaid loans across entities and countries
Manager IT Controlling
ITERGO GmbH
Consolidated group budgets and built data models
Industry: IT service provider for ERGO AG (insurance). Key figures: ~1,400 employees. Shareholder: publicly listed (ERGO AG)
Situation:
- Covering vacancy in IT controlling
- Focused on IT budget planning for 13 international affiliates
Approach:
- Analyzed and documented the planning process
- Consolidated and analyzed plan data with PowerQuery and SharePoint
- Prepared the plan (individual and consolidated) for the CIO of ERGO Group
- Built dashboards and reporting routines with Cognos TM1
- Held planning workshops with CIOs
Results:
- Developed and implemented optimization measures (alignment, formats, KPIs)
- Improved infrastructure and planning tools (SharePoint, PowerQuery)
- Highly automated data analysis and consolidation
Senior Controller
Hospitality Digital GmbH
Built controlling structures in a digital startup
Industry: digital services (SaaS) for hotels, restaurants, and hospitality. Key figures: ~80 employees. Shareholder: publicly listed (METRO GROUP)
Situation:
- Slow processes, high accounts payable balances
- Some KPIs in place, but no solid controlling concept
- Lack of alignment with group accounting
Approach:
- Created budget and forecast for all software development projects
- Designed KPI sets for long-term business planning
- Analyzed accounting processes (especially payables)
Results:
- Developed business cases and customer cost models for various software products using activity-based costing
- Aligned accounting for software development (IAS 38)
- Improved coordination with Metro AG group accounting
Independent Interim Manager
Strategy & Transformation Consultant
Pfeiffer & Langen GmbH & Co. KG
Financial evaluation of strategy projects and programs
Industry: FMCG (food), refined sugar production and sales (Cologne). Key figures: ~€1.3 bn annual revenue, ~2,500 employees. Shareholder: family-run (Pfeiffer & Langen IHKG)
Situation:
- Developed a strategy concept as part of sugar market deregulation by a major consultancy (“Strategy 2020”)
- Task: verify and track financial effects of the program
- Also introduced a multiproject management tool for project controlling
Approach:
- Led configuration and rollout of the multiproject management tool (CPM), liaised with IT service provider Lintra GmbH
- Recalculated and reviewed figures with business units
- Conducted training (project management & CPM) at sugar plants
Results:
- Corrected financial effects in subprojects (redefined KPIs/OKRs)
- Improved CPM tool configuration with business units
- Implemented CPM tool across all plants; trained all relevant users
Country Finance Manager
Abercrombie & Fitch Co.
Commercial Finance Analyst
TK Maxx GmbH & Co. KG
Account Manager (Book Trade, Field Sales)
Koch, Neff & Volckmar GmbH
Working Student
Koch, Neff & Oetinger Verlagsauslieferung GmbH
Summary
18 years of passion for strategy, finance, sustainability & modern leadership. Maximilian Tritschler is an internationally experienced senior interim manager with transaction experience and a systemic coach. With his curious and appreciative manner, he motivates and challenges people. His commercial and entrepreneurial expertise as well as excellent communication skills give him a voice at every level. His strong data skills, creativity, strategic thinking, and modern management approaches make him the ideal C-level manager and sparring partner in trading, manufacturing, and service companies, especially for complex issues.
Languages
Education
DHBW Stuttgart
Master of Arts, Value-Oriented Management & Controlling · Value-Oriented Management & Controlling · Stuttgart, Germany
DHBW Stuttgart
Diploma in Business Administration (BA/DH), Trade Specialization · Stuttgart, Germany
Certifications & licenses
ESG Implementation Master Class
IfUS Institute, Heidelberg
SCRUM for Agile Project Management
Maxpert
Systemic Coach & Change Manager
INeKO, University of Cologne
Prince2 Project Management Foundation
Serview
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