Wolfgang Horlacher
Interim Commercial Director
Experience
Head of Finance and Controlling (Interim)
Kunert Fashion Group
Financial accounting: daily general ledger entries and month-end closing
Preparation of FY 2024 financial group statements (subunits KF, KNL, KAU, KCH)
Preparation of physical inventory for KF with inventory instructions for Logistic
Further development of ERP Finance processes integration with MS Dynamics BC 14
Implementation of electronic invoice verification and Multi Cash banking software
Expansion of sales and e-commerce controlling toolbox and processes
Preparation of budgets 2026, 2027, 2028, including investment plan, cost accounting
Preparation and commentary on monthly reports for sub-units and Group
Preparation of weekly financial plans, cash flow and liquidity plans
Further development of sales controlling, focusing on margins & product profitability
Creation and integration of accounting workflows for MS Dynamics
Leadership focus: Stabilization of the finance team and clear scope of work responsibility
Communication with banks, auditors, tax advisors, and tax authorities
Complete and accurate monthly reporting for each business unit and the KF Group
Preparation 2024 financial statements for KF Germany, KNL, KAU, and KNL with audit opinion
Detailed setup and preparation of the KF 2026 budget for the management and shareholders
Weekly cash flow planning coordinated with the management and shareholders
Turnaround in net sales and EBIT from September 2025 onwards – stable growth
Leadership & change through consistent, data-driven KPIs
Head of Finance (Accounting, Controlling, Treasury, Tax, SOX, ICS) Interim
Ghd hair Germany
Professional handling of day-to-day business, Control & Accounting, Cash M
Strengthen of sales, ecom, and product controlling toolbox and processes
Preparation of plan (FP&A) and profit forecast per Q, A&CP tracker
Preparation of monthly and annual financial statements for FY 2024 with reporting
Participation in preparation for going public, performance readiness
Define budget 2025-2028
Controller & Accounting daily business, product costing, cash plan, KPI tracking
FP&A preparation of the 2026-2028 budget, including CAPEX
Preparation of monthly financial statements in German Commercial Code (HGB) and IFRS (UK GAAP, US GAAP)
Preparation of the FY 2024 annual financial statements with Deloitte and the German Public Accounting Firm
Development of integrated sales and product margin accounting standards
Collaboration with the Accounting workflow manual with work instructions and checklists
FMCG Gross to Net – Analysis of margins and prices per product group
Collaboration with the setup of shared service accounting (AP), AR standards and integration
Leadership for change, CIP efficiency
Senior Manager Controlling Interim
R&G Group, Reschwitzer Sucction Dredger Production (RSP)
Streamline effective FI and CO process standards, increase margins
Reliable execution (hands on) of daily business CO & Accounting, Cash M
Establishment of factory and sales controlling toolbox and processes, Performance & Process Standards; Budget 2024-2026
Controller & Accounting daily business, Product costing, Cashplan, KPI tracking
Definition, realisation budget 2024-2026, including investment plan
Preparation of monthly and quarterly financial statements in HGB and IFRS
Preparation of annual and group financial statements FY 2023 with pwc
Further development in tax planning & tax refund, corporate tax, VAT, donations
Conception and kick off ESG Group Reporting (data collection, measurement)
Building integrated digital controlling process standards (KPI control, KLR, KOST, KoTr reporting)
Refinement of KLR and Accounting workflows, CO work instructions
Profitability analysis, analysis of manufacturing costs, Contribution margin
Fine-tuning KoTr invoice, cost transparency pre- and post-calculation
Factory controlling (production, assembly) GEMBA, CI and OPEX
Driver of cultural change for “international trading”, consistent KPI control
Product costing - Transparency of manufacturing costs, margins for suction dredger and aftermarket service business
Motivator for efficiency and cultural change “Winning international spirit”
Senior Manager Controlling and Merger Integration Interim
Merger ETS Group (ENDEGS und SIS)
- Overall responsible SM for post merger integration of all functions
- Accounting, purchasing, insurance, taxes and major fokus on controlling structure
- Harmonization of Acc/charts of accounts and harmonization of ERP, Mat L standards
- Development of control instruments for factory and service controlling
- Measures to increase VCU utilization and maintenance
- Controlling production assembly – lean tools, reduction of production costs
- Working capital improvement – inventory controlling, cash in the AR overdue
- Set up of Group product costing methods, cost carrier accounting
- Budgeting: Partial plans for all core functions 2024/2025
- Collect & evaluate of investment plan with calculation of systems, machines
- Harmonization monthly reports for CEO, CFO, shareholders, financial partners, banks
- Movitator, initiator of the management team for change, cultural change
- Trust and recognition, appreciation in the CO-team and CEO
Senior Manager Controlling Operations Interim
EATON
- Managing the CEAG EMEA business unit (sales, plants in Germany, Rome, UK, SPA, ME)
- US GAAP, HGB monthly and annual financial statements
- Tax day-to-day business, tax guidelines, corporate group, VP and int tax planning
- Liquidity planning, working capital, receivables management, treasury
- Earnings pearls, improving margins, calculation projects, DL engineering
- SOX compliance, risk management, support of auditors
- FP&A FY 2023-2024 Sales and production planning
- Factory controlling – refinement of KPIs, utilization, margin (set up GEMBA WALK)
- Analysis of manufacturing costs, refinement of preliminary and final calculations
- Collaboration Workflows Closing Cockpit Schedule, Digital ERP Tools, Power BI
- Accounting Shared Services (EMEA locations) relocation to India
- Streamlining integrated digital process standards Finance – staff reduction
Interim Senior Manager Controlling
Exyte
- Senior controller for a business unit – handling day-to-day international operations in EU, USA, and Asia
- FP&A: Budget planning for business unit FC3 2022 and budgets for 2023–2024
- Optimization and documentation of controlling processes (workflows, cost accounting toolbox)
- Participation in account assignment guidelines – Shared Services Accounting EU
- Project controlling: gap analysis, actions taken to improve performance and reporting
- Member of the task force for S/4 HANA FI/CO implementation
Interim Finance Director, Controlling and Treasury
Bayerische Milchindustrie
Focus on daily business, performance, and operations process standards
Due diligence and sale of the fresh products business unit
Preparation of the annual financial statement (e.g. stock taking, risk profile, management report on business situation)
Head of day-to-day finance and controlling, redesign of factory and product controlling
Day-to-day accounting, cash management, monitoring cash plan due to sharp rise in energy costs and consumables
Budget update for 2022–2023, 2024, considering market dynamics of all foreign subsidiaries
Operational excellence – readjust performance measures, e-invoicing workflow, shorten processing cycle time and implement a new approval process
Preparation of monthly and quarterly financial statements under HGB and IFRS
Collaboration in creating shareholder value scenarios
Preparatory work for ERP digitization readiness, integrated cost object and element processes – transparent product costing and margins at each product category level
Drill-down transparency "earning pearls", cost and revenue levers, waste refinement
Controlling inventories, supply chain, and freight costs
Motivating and leading an international finance and controlling team of 25 employees
Interim CFO
ZF Luftfahrttechnik
Hands-on day-to-day business execution (accounting, cash management, operations KPI control with action measures)
Focus: head of carve-out and post-merger integration (Airbus), preparation for transition to Airbus Group finance, controlling, and tax processes
Managing daily CFO tasks: accounting, payment transactions, KPI tracking
Preparation of budgets for 2021, 2022–2024 including investment plan
Preparation of monthly and quarterly financial statements under HGB and IFRS
Preparation of the 2020 annual financial statement with EY
Finance lead for the carve-out workstream (accounting, controlling, treasury, tax)
Close collaboration with Airbus PMI Finance team for the helicopter business unit
Refinement of workflows, guidelines, and the Finance & IT process framework
IT migration from BaaN to SAP FI/CO with training and documentation
Factory controlling (manufacturing, assembly), GEMBA, CIP, and OPEX
Driving culture change for international operations, consistent KPI control
Developing a forward-looking overall controlling concept and cost center reporting
Digitization initiative: integrated P2P processes
Ensuring transparency of manufacturing costs, margins, and maintenance & repair services
Transparency in costing of machinery, assets, and service business
Motivating the FC, HR, and IT teams with an "international winning spirit"
Interim Head of Controlling
Planethome Group
Restructuring: redesign workflows and integrate digital finance and controlling processes & IT
Effective leadership of complex daily business during the COVID lockdown
Design and implementation of modern digital, integrated reporting (ERP MS)
Finance & controlling manual "scope of work" workflows for accounting, controlling, cash, and purchasing
FP&A, controlling, cash, HR, IT: readiness of integrated processes, change champion
Digitalized e-finance: e-invoicing, credit card commissions, dashboard & key metrics
Sequential replacement of legacy systems DATEV, MUT, and ConProv
Budget factbook for 2021–2023, profitability analysis for products & MER profit center
Preparation of monthly, quarterly, and group annual financial statements for the Board & private equity
Cash management: DSO, DPO – 30-week liquidity plan, weekly cash flow updates
Restructuring and downsizing of central (HQ) and sales functions
Implementation of controlling as a business partner for marketing & sales
Identification and implementation of 15% cost reduction at the group level
Collaboration in developing driver trees for DB accounting and profit center accounting
Monthly profit analysis with countermeasure tracking to meet budget targets
Lucanet Smart Notes for Planethome Group consolidation, balance sheet, P&L reporting
Mediator between the Board & finance and controlling team: fostering team spirit and a get-things-done approach
Leadership motivation: maintaining employee loyalty in a very challenging environment
Interim Senior Manager Controlling & Finance
ILLIG Maschinenbau
Setting future trends: implementing CI-operational excellence in all plants
Driving cultural change towards international operations, consistent KPI control
Performance and cost transparency on the shop floor, inventories (working capital), and service business
Forward-looking, tight overall controlling concept and lean reporting
Transparency in costing of machines and service business
Participation in the SAP FI/CO implementation at the production plant in Romania
LEAN leadership: Six Sigma, Kaizen, TPM, SQDCI, 5S, Kanban, Gemba
Benchmarking operating costs of plants in India and Romania, planning for 2019–2025
Defining all turnaround measures with a roadmap
Starting consistent implementation in all international plants and business groups
2020 downsizing in India, closure of production operations
Monthly profit analysis with countermeasures in the management report
Crisis mode: refined cash planning and cash pooling with subsidiaries
Controlling production, costs, accounts & revenues, and logistics
Proactive plant control based on key figures (monthly KPIs)
Inventory assessment and reduction, JIT thinking
Preparation of group consolidation balance sheets and P&L for all regions
Enabler and leader for performance – driving stimuli to meet turnaround P/E targets
Financial excellence review (benchmark with modern best practices, SAP)
Extensive review of financial data and drivers (balance sheet/income statement, individual/consolidated financial statements) closely linked to the turnaround
Reviewing the service portfolio "Profitable Pearls" and defining the turnaround roadmap
Redesign and implementation of an effective (partly digital) controlling/control system for factories, sales units, and investments
Tracking measures and conducting sensitivity analyses – simulating FC budget and FC "real case"
Redesign of the KPI dashboard monthly report
Moderating the regular management meetings (Board, level 1) every week
Digitally refining the accounting & controlling processes
Developing effective profitability analyses (profit center structure) by product group/region
Designing and setting up uniform group transfer prices worldwide and documenting them for auditing
Responsible for cash flow and planning, and for approving all purchases and payments
Responsible for establishing foreign subsidiaries (Romania, UAE, Asia), coordinating corporate law matters
Interim Group CFO
Quantum Capital Partners (Private Equity)
- Established a framework of creative incentives for a sustainable finance organization
- Led a sustainable turnaround focused on profitable change with attention to detail
- Challenged controlling teams with best practices for resource and cash management
- Implemented process standards for accounting, controlling, operations, and purchasing
- Harmonized the new SAP ERP ECC blueprints and documented workflow manuals
- Shifted culture from a bankruptcy mindset to a startup spirit with leadership, motivation, and success
- Secured liquidity by raising capital, reducing working capital, and leasing assets
- Set up monthly reporting with targets, KPIs, and action tracking
- Refined EU growth strategy and standardized the product portfolio
- Implemented a cost reduction program along the value chain across all areas
- Introduced effective controlling methods and led budget planning for 2018/19
- Delivered reliable monthly reports with facts and figures to all stakeholders
- Drove and monitored the realization of the top 10 sustainable improvement measures in operations and SCM
- Acted as the driving force for culture change, mindset shift, leadership, and “successful thinking”
Interim Head of Controlling
STABILO INTERNATIONAL
- Effectively controlled resources as a guide for setting a clear future course
- Achieved 7% growth in the EU and Asia through focused marketing campaigns with leading retailers
- Acted as the “commercial conscience,” hitting goals with reliable leadership in daily FC operations
- Strengthened cost awareness with integrated group process standards
- Managed global budget planning for 2018/19, covering investments, staffing, IT, and inventory valuation
- Analyzed gross margins by identifying product winners and losers, promoted winners and expanded retailer campaigns, tracked performance with store checks, and reported KPIs to project managers
- Boosted material and plant productivity through CI and Six Sigma methods
- Rebuilt the digital supply chain and optimized intercompany benefits
- Improved SAP ERP 6.0, BI, and BOFC workflows and implemented enhancements
- Led strategic best practice projects on S/4HANA, SCM, and digital footprint
- Provided reliable monthly financial statements and group consolidation
- Conducted profitability analysis by product and customer groups using SAP COPA
- Managed transfer pricing manuals, cash pooling, and inventory monitoring
- Enhanced risk management, internal control, and compliance processes
- Continuously improved controlling tools and KPIs with the CEO, CSO, and COO
- Redesigned billing processes for IT group services
- Implemented effective R&D project controls and budget management for new developments
- Served as a change agent for digital processes and the “Hidden Champion” SHV culture
- Expanded the scope of the controlling department and fostered a new team spirit
Group Plant Controller & Senior CI Manager
Jeldwen Central Europe
- Developed a new EU plant strategy roadmap after M&A and built strong competency teams
- Refined plant control processes and optimized shop floor and SCM value streams
- Coached teams and set performance benchmarks using lean leadership and Kaizen to drive culture change across EU plants
- Improved shop floor performance and cost efficiency in the value chain and material flow
- Accelerated closing processes and delivered group IFRS and US GAAP reporting with financial walk analysis
- Updated cost accounting methods and provided clearer profitability analysis
- Cut plant expenses by 15% against the approved 2017–19 budget
- Implemented SQDCIP boards, KPI standards, and best-practice Vital 5 methods
- Boosted total productivity by 4% and material productivity by 2%, and harmonized products
- Analyzed monthly results and prepared management reports
- Prepared and obtained approval for investment proposals
- Conducted margin reviews and developed action plans
- Monitored plant performance with monthly KPI reports
- Managed inventory valuation and working capital
- Contributed to developing financial systems to meet IFRS requirements, ensuring internal controls and SOX compliance
- Prepared forecasts and budgets for 2016/17 and 2017/18
Interim CFO
Norma Germany
- Achieved a very high margin (19%) in a tough environment with competitive OEM purchasing and implemented Six Sigma quality programs in plants
- Delivered performance-driven motivational leadership with strategic vision and organizational skills; initiated CIP for change and led the development of an effective central finance organization, processes, and IT standards across EMEA
- Responsible for P&L budgeting for sales, finance, purchasing, and HQ management budgets; managed HGB, IFRS, monthly and quarterly reports, asset accounting, AP, AR, taxes, P&L, and FC
- Led measures for transfer pricing and intercompany reconciliation across CEE and the USA
- Developed a variance analysis toolkit for expense tracking and global excellence
- Ensured the internal control cycle and mitigated risks
- Oversaw total budgeting for 2016/17, including investments and staff productivity; managed the planning process on schedule and within budget
- In plants, introduced CIP and Six Sigma initiatives to boost yields; set QM KPIs for resource control, material flow, inventory, and labor costs; improved product cost transparency to enhance MES; reduced overhead costs, strengthened production quality KPIs, and eliminated inefficient processes and reporting
Manager with major focus on integration
KAP AG
- Led a successful turnaround, achieving stable growth and EBIT over 15% in 2015
- Adjusted market strategy and portfolio with a streamlined plant alliance
- Completed comprehensive integration of all functions (R&D, sales, HR, finance, purchasing, SCM, shop floor, and IT), including methods, processes, IT, and people, in 100 days
Executive Board
G Data AG
- Managing Director China, Japan, USA, Italy, France
- Sales increase +12% (2013), despite general decline in the industry
- Reducing overhead costs / SGA -20%, return on sales 14%
- Turnaround - Restructure & monitor operational excellence
- Driver of cultural change with passion; international growth and performance
- Pioneer of consistent market & efficiency driven processes and group set up
- Realignment portfolio & after market services strategy
- Push innovation and int. growth strategy (BRIC, USA, e-commerce)
- Strengthen product management - Local sales strategy through brand image, advertising and press campaigns
- Enhanced quality of planning, reporting, early warning reporting standards
- New set up of the worldwide group budgeting and FP & A monitor standards
- Implement budget gap, segment reporting with BI, KPI performance tools
- Develop 6 approved 3-year strategic plan, roadmap per country, risk mitigation
- Operational efficiency - Identify cost, value drivers, enhanced working capital
- Carry out Internal Control Standards, Cost Accounting & Intercompany Pricing
- Payroll Accounting - wage and salary administration, pension plan
- Fast Close, implement US GAAP and IFRS manual, chart of accounts form
- AP, AR, CF-management, cash pooling, corporate finance, credit lines
- Prepare financial statements, annual general meeting, IR Analysts Talk
- SEPA-Implementation, electronic transmission of the balance sheet
- Strengthen performance factory operations align cross unit processes, SCM
- Implementation of process owner and documentation process map
- Putting Product Management, market research into action
- Supply: Set up central purchasing, new procurement policy, supplier negotiations
- Reduction & monitoring material stock, closure warehouses
- People Development - Coaching Leadership & Communication
- Implement new incentive compensation system, annual goal-setting
- IT SW application standards, IT Outsourcing, determine responsibility matrix
- ELO (Electric Leitz) - Workflow and Document Management
Commercial Manager, Co-CRO
Rettenmeier AG
- Head of Finance, Controlling, HR, IT/Processes, Procurement
- Head of CRO-PMO Office
Head of Group Controlling Interim, Co-CRO
Phoenix Solar AG
- Successful implementation of complex turnaround
- Stable profitable expansion path, solvency backed by loan lines
- Responsible for achieving significant improvements
- Adjust range of loss-making products and massive reduction of stocks
- Fix or close CEE plants and subsidiaries overseas
- Immediate introduction of international “Best practice construction standards”
- Taking leadership of important tasks/ negotiations, key accounts
- Motivation / retention of employees
- Restructure EMEA, USA subsidiaries and plant capacity
- Approval of Master Turnaround roadmap by consortium of banks
- Cost Cutting expenses 50%, 40% staff reduction, shut down plants
- Focus on Change- Governance, risk mitigation, compliance principles
- Treasury- New loan finance available!
- Cash flow consideration- Cash flow report linked to invest release
- Shut down entities, plants in EU, USA, relocate production network
- GO LIVE- Integrated lean process IT standards sales, purchasing, finance
- Supplier price negotiations; target 20% savings
- IFRS, HGB, US GAAP accounting, including group consolidation
- IFRS valuation adjustments for inventories, PoC- under construction
- Improved profitability analysis & operations by value & cost driver
- Benchmarking – Best practices SCM & Shop Floor
- Lean Manufacturing material flow and lean inventories
- Massive reduction warehouse sites
- Optimization logistics & transport routes to construction sites
- Core production value process control: Construction & design of each plant, MES- plant/assembly capacity control; CIP EFQM and Total Quality Management
Head of Finance & Processes
Siemens AG
- Significant profit growth in economic slow down, implement shared services
- Lead and control a global business unit with plants and foreign subsidiaries
- Implement growth strategy with strategy maps and score cards
- Set up governance, risk mitigation, compliance guidelines, SARBANES OXLEY Act
- Configure finance, treasury standards and group consolidation, IFRS, US GAAP guidelines, SOX conformity and cash pooling with a small team
- Design and implement a new process house “key corporate functions”
- Global Shared Services SPIRIDON harmonization of processes and SAP standards for accounting, controlling, reporting, treasury, human resources, procurement, BI
- Monthly, annual financial statement, group consolidation IFRS, US GAAP, HGB
- Managed entities BRIC, CEE, USA, EU (plants, sales & dealer network)
- FP & A- Group budgeting, tailored reports & monitor targets, intercompany pricing
- Profitability analysis products, projects, services and asset investment
- Significant improve of working capital, net current assets, reduced AR
- Lean manufacturing, plant effectiveness, lean warehouses; flexible supply chain
- Identify & execute cost cutting potentials and turn into cash
- Click2Procure e-procurement supplier plattform for C-parts, indirect material
- M&A: Supervisor due diligence and post merger integration
- Driver of value added TOP+ program (innovation, customer focus, best practice)
- Performance architect- I trigger efficiency, process standards and change
- People development – I recognize and encourage employee skills
Senior Executive, Global Head of Industry
Detecon & Diebold GmbH
- Market, process and target driven new companymatrix structure
- Enhanced sales volume +50%, cash flow +30%
- Set up efficient core process map and global procurement principles
- On behalf of the CEO: Define product portfolio, marketing-mix and prices
- Implement corporate governance, strengthen performance and budgets
- People Development – career driven skill enhancement (senior manager)
- Global sales push key accounts USA, BRIC, CEE, EU, car connectivity
- Strengthen top clients customer loyalty
- Restucturing global supplier, sourcing and e-procurement
- Value engineering, benchmarking, cash savings > 20% (first yr.)
- Integrated purchasing standards, coaching readiness to negotiate
Senior Manager
Accenture GmbH
- Strategy consulting for CEO Mercedes Benz Car Group, expand car portfolio
- Sustainable growth in sales and profit, increased brand value
- Finance consulting for CFO DaimlerChrysler
- National Accounting and Controlling Standards (plants, shopfloor)
- Define Siemens, Linde Group Accounting guidelines (IFRS, US GAAP, SOA)
- Group Accounting Shared Services, Cost Cutting 15%
- Customer loyalty crossover brands (e.g. VW, Audi, Skoda) for CSO VW Group
- Customer lifecycle margin +17% through cross selling with target clients
- Merchandising: Board MB Accessoires: Push customerdriven, profitable product portfolio
- Marketing mix close to local customer requirements, new EU shop design
Senior Manager
KPMG GmbH
- M&A- New accounting & controlling standards and IT harmonization BMW ROVER
- Reengineered ROVER plants, cost cutting 30%
- Teamleader in a dynamic, sometimes dropped to critical client environment
- M&A- Due diligence, post merger integration in 24 legal entities, Siemens
- Processes run smoothly, CEO compliment “ready in time and budget”
- Build-up and head of CRM competence center Europe
- € 8 mio (sales volume 1999), EU wide team recruting; Siebel, SAP alliances
Management Consultant
Wieselhuber & Partner Management Consulting GmbH
- Corporate strategy Boehringer- business plan and execution
- Going East, develop emerging markets CEE, USA/CAN/MEX
- Readiness of local sales staff, plants, supply chain and finance team
- Focus on strong client care, strengthen product placement and client loyalty
- Implementation of global group controlling & accounting standards
- Zero base budgeting, value- and cost driver analysis, reporting
- IPO support - Develop the company to issue public stock
- Coaching engineers on marketing, product placement and sales skills
Controller
Osram GmbH
- Control of production and distribution companies in JPN, CHI and USA
- Quick SYLVANIA (USA) Merger Integration with Osram Finance Framework
- Local turnaround work with Japan Toyota Production System
- Set up & GO LIVE NACOS in Joint Venture Foshan (China)
- IFRS, US GAAP, HGB accounting and group consolidation
- Budgeting, cash pooling, cash management, tax planning
- Profitability analysis, product costing and cut off overhead costs, SAP-HYPERION
Controller
Mercedes Benz AG
- Enhanced effectiveness of subsidiaries and plant operations (Freightliner, MB USA, MB MEX MB ARG, MB BRAS, MBSA)
- Reporting to the Board (truck division), monthly
- Product-, area-, profit controlling of the product lines and plants
- Support operations planning, budgeting, product costing
- Capacity infrastructure planning, truck and bus calculation (BOM)
- Monitor P/L and KPI driver for plant efficiency
- Lean Manufacturing – Business Process Reengineering plants in USA, MEX, RSA
- International junior management group: Main subject strategy and controlling
Summary
In finance and controlling – transparency in the numbers (clean-up), accounting (IFRS, HGB, valuation, annual financial statements), tax, cash liquidity management, operational excellence, lean processes/organization/IT, performance management, procurement, people management.
Confident steering of the complex and varied daily business with the CEO, using integrated and effective controlling methods to secure results.
Strong judgment in the value chain of automotive, manufacturing, and FMCG industries.
Performance and operational excellence: boosting productivity with digital business processes, effectively and cost-consciously.
Performance: setting and implementing best practices in operations (KPIs, SQDCIP board). Agile finance transformation: predictive financial controlling & budgeting – customer focus, creative, decisive. Clear and effective report design for stakeholders and operations – timely and impactful.
Strategic controlling, international sales and growth: global country & account management BRICS, USA, EU, GB, CEE. Managing subsidiaries – responsibility abroad, leading investments.
Proficient in IFRS, HGB – international accounting and controlling standards (NACOS). Contributed to group consolidation (MAP JAP KAP) in Lucanet. Building strong controlling, transfer pricing, and FC group shared services. Establishing and expanding the tax department (corporate tax, VAT, payroll tax, international tax planning, TP, refunds).
M&A & divestitures, carve-outs – due diligence & post-merger integration (up to 25 countries). Several years of private equity mindset and execution, shareholder value, reporting.
All-rounder for critical topics – crisis manager, CRO. Designing turnarounds and restructuring with sustainable crisis management.
Wolfgang Horlacher stands out with excellent expertise combined with a warm, open yet determined demeanor. He is very confident, competent, and a strong communicator. An entrepreneurially minded person with healthy ambition and high drive. He is a good motivator with persistence and steadiness. He has not only strategic competence but is also a “doer”. He seeks business success mainly through his pronounced international focus.
Languages
Education
University of Stuttgart
Diploma in Business Administration · Technical Business Administration · Stuttgart, Germany
Certifications & licenses
Certified Chief Accountant International
Chamber of Commerce
International Certified Chief Accountant Degree (IHK)
SAP Poweruser Certificate FI-Accountant, CO
Smart Finance Controller Academy (Level I-IV)
Profile
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