Pavel (Dipl.-Ing.) Skála

• Accounting, controlling and reporting, taxes, risk management, treasury, credit management, legal affairs, internal control/SOX, HR, IT, cooperation with auditors, tax advisors and government bodies
• Logistics, production and HACCP, occupational safety and veterinary and hygiene regulations (food manufacturing)
• Due diligence, M&A, company spin-offs, crisis management, project management

Selected interim projects:

• Twistcafe (fast-food restaurants) – Interim CFO (worldwide): resolving issues with accounting and tax documentation for the year-end of the German and Austrian subsidiaries; standardizing internal transfer billing for raw materials and cash (CZ, SK, DE, AT, PL); automating chargebacks for promotions and cashless payments; improving cost center accounting (200+ cost centers)
• VIB Vermögen AG (Branicks Group, real estate) – Interim Head of Accounting (DE): HGB year-end closing for 19 companies without complications; IFRS consolidated financial statements without issues; automating consolidation processes (debt elimination, revenue and expense consolidation); automating reporting
• NTT (telecommunications) – Interim Senior Controller (DE): simplifying, standardizing and automating month-end closing activities (provisions for customer and supplier discounts, order backlog, accrued revenues, monthly GP adjustments), including SOX compliance documentation; balance sheet reconciliation; improving loyalty reporting
• Lilium (aerospace) – Interim Senior Accountant (DE): tax line corrections; asset migration from Datev to Infor LN for two companies, including data quality improvement; automating processing of interim asset investments and asset additions; leading successful SOX audit for fixed assets ahead of the US IPO
• Brose (automotive) – Interim Head of Controlling (CZ): successful third forecast; simplifying and automating calculations and reporting (hourly rates, temp staff, monthly reports, scrap and external rework, direct labor costs); platform change for the monthly board meeting
• LUST Hybrid-Technik (Pankl-SHW Industries, manufacturing) – Interim Finance Controller (DE): monthly and year-end closings (including inventory valuation, cost accounting), variance analysis, ad-hoc reports, forecast creation, automation
• Gebr. Bode (Schaltbau Group, manufacturing) – Interim Head of Accounting (DE): year-end closing without issues; simplifying and automating cash flow planning; automating open items reporting, standardizing intercompany reconciliations; introducing and automating fixed assets reporting
• Hyva Georg Hydraulik (manufacturing) – Interim Senior Accountant/Finance Manager (DE): simplifying and automating VAT returns, Intrastat and other statistical reports; automating fixed assets reporting; introducing and automating CC reporting/forecast and temp staff provisions; master data correction
• Beiersdorf (FMCG) – Interim Finance Manager (DE/SK): transferring the local finance department in Slovakia to the SSC in Hamburg
• Trèves (automotive) – Interim Plant Controller/Head of Finance & Controlling (CZ): identifying weaknesses; implementing controlling processes for purchasing (PR/PO/GR), payroll, energy costs, ICO billing, CC reporting
• Hella Slovakia Signal-Lighting (automotive) – Interim Head of Controlling (SK): reducing AR open items by 10%; automating reporting (Capex, cost center, maintenance costs); standardizing and automating inventory and receivables write-downs
• Tunap Cosmetics (FMCG) – Interim Finance Manager (DE): reducing DSO from 21 days in four months; balance sheet cleanup (fixed assets, provisions, prepaid expenses); reducing unprocessed invoices in the workflow by EUR 1.2M during the year-end; automating write-downs, controls and reporting
• Hanon Systems Autopal (automotive) – Interim Finance Controller (CZ): identifying weaknesses; automating CC reporting and purchase orders; automating inventory and receivables write-downs
• Drägerwerk (manufacturing) – Interim Finance Controller (CZ): FI/CO management, process audit, investment incentives, accounting accuracy, SAP settings (FI/CO, MM)
• Maxim Chicken (FMCG) – Interim Head of Finance and Controlling (CZ): launching new products for food service with sales growth; introducing cash flow forecasting; reducing variable and fixed costs (raw materials, property leasing); successful veterinary inspection
• Trelleborg Automotive Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ); Carbody Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ): correcting accounting; company split with SAP separation; introducing cash flow forecasting; factoring
• Kantar Media (WPP group, media) – Interim Finance Manager (CZ): automating US GAAP reporting; reducing fixed costs (supplier contracts, personnel costs); implementing standard processes; successful SOX audit; shifting production

• Controlling and reporting for the entire group (100+ entities, turnover approx. €4,000M)
• increasing efficiency and introducing management by numbers
• co-management of subsidiaries as a board or supervisory board member (9 entities, turnover approx. €970M, net result approx. €40M)

Projects:

• standardizing group standards for accounting, consolidation and reporting
• mergers and acquisitions, due diligence
• implementing group-wide cost calculation standards for meat processing
• crisis management, SAP and SAP BW implementation

Key achievements:

• improved group efficiency by standardizing fundamental financial metrics
• major strategic changes on the supervisory board of a meat processing company
• developed a custom information system for consolidation and group reporting (85 entities)
• mergers of meat processing companies
• new articles of association for SKW Piesteritz joint-stock company

• Sales and contribution margin analysis, sales forecasting, customer profitability analysis, reporting (weekly, monthly, quarterly, annual reports)
• Budget and bonus responsibilities for the sales department and customer rebates

Projects:

• standardizing pricing conditions and general terms for key accounts in the CEE region

Key achievements:

• improved department efficiency
• introduced customer contribution evaluation to boost profitability