Controlling: Optimization of Financial Planning (Industry: Textiles)

Funke Advisory consulting mandate – 2 team members, project lead: Thomas Funke

• Prepared monthly, quarterly and annual financial reports according to HGB
• Conducted detailed variance analyses of plan vs. actual figures and developed action recommendations
• Performed product cost calculation and post-calculation considering material, manufacturing and overhead costs
• Supported the budgeting and forecasting process with SAP CO and analytics tools like Power BI
• Carried out investment calculations and profitability analyses for strategic decisions
• Analyzed and optimized cost center and cost object accounting to increase transparency and efficiency
• Automated controlling processes using BI tools to boost efficiency and reduce errors
• Coordinated and reported to internal stakeholders and prepared management presentations
• Collaborated with external auditors and tax advisors to meet regulatory requirements

Funke Advisory consulting mandate – 1 team member, Thomas Funke

• Transaction volume: ~ €5 m
• Preliminary valuation and creation of an initial valuation range using a DCF model and multiples (Valuation, IDW S 1)
• Prepared an indicative offer and negotiated the term sheet
• Monitored and coordinated the due diligence process, including financial, legal, tax and operational reviews by external service providers
• Planned and negotiated final terms and the asset purchase agreement (APA) with law firms

Funke Advisory consulting mandate – 2 team members, project lead: Client

• Conducted a comprehensive analysis of the current planning process to identify optimization potential
• Defined a future-oriented target planning process with detailed roles and responsibilities
• Performed a gap analysis to identify deviations between current and target states and derived a stepwise roadmap to achieve goals
• Prepared an RFP and evaluated four potential implementation providers/integrators
• Managed the OneStream implementation in close collaboration with the vendor and internal stakeholders

Growth: Buy-Side Small-Cap M&A Transaction (Industry: Textiles) (08/2021 – 03/2022)

• Transaction volume: ~ €8 m
• Led and executed strategic planning and identified potential targets
• Initial outreach and engagement with target companies and NDA signing
• Preliminary valuation and creation of an initial valuation range using a DCF model and multiples (Valuation, IDW S 1)
• Presented analysis results and recommendations to owners and management
• Submitted an indicative offer and negotiated the term sheet
• Monitored and coordinated the due diligence process, including financial, legal, tax and operational reviews by external advisors
• Planned and negotiated final terms and the sales purchase agreement (SPA) with law firms
• Organized and arranged the necessary financing for the transaction
• Developed an indicative post-merger integration plan (PMI)

Growth: Make-or-Buy Decision / Market Entry (Industry: Mechanical Engineering) (08/2021 – 12/2021)

• Performed investment calculation to determine optimal ROIC for a European market entry
• Built a scenario model in MS Excel to quantify options
• Scenario 1: Market entry through independent footprint build-up
• Sales planning (marketing & sales)
• Production planning
• Investment planning
• Headcount planning
• Financial planning
• Scenario 2: Market entry through acquisition of an established player (M&A)
• Identified potential investment targets
• Approached targets and led commercial discussions
• Indicative company valuation / business planning
• Developed financing options considering financial implications
• Prepared decision paper for the Investment Committee (executive board & supervisory board)

Performance Improvement: Establishment of Multi-Project Portfolio Management (Industry: Textiles) (01/2021 – 07/2021)

• Streamlined the project portfolio with clear criteria to align company and project goals (strategic fit)
• Defined clear criteria for project approval or rejection
• Improved project efficiency and throughput speed
• Analyzed current project management situation
• Reviewed project landscape (scope, size, risk)
• Examined budgeting process
• Developed target operating model
• Garnered understanding of strategic corporate goals
• Defined prioritization criteria for existing and new projects
• Set decision metrics for project approval (NPV, IRR, payback)
• Defined target project organization and workflow
• Established company-wide interfaces and responsibilities
• Designed incentive structures for project participants