Wolfgang O.
Head of Business Development DSS & Digital Ventures
Experience
Feb 2021 - Dec 2021
11 monthsMunich, Germany
Head of Business Development DSS & Digital Ventures
Krauss Maffei Technologies GmbH
- Group-wide responsibility for developing new business models, strategic support of corporate start-ups and managing equity investments in start-ups.
- Direct leadership of 3 employees.
- Direct reporting line to executive management.
- Change management for digital business models through defining consistent terminology and basic processes.
- Process development for generating and developing new business models.
- Operational validation of new business models to expand the group’s business areas and strategic support of project teams implementing new business models.
- Business Development: design and build an information platform on the global machine base and customer revenues/margins in aftersales using SAP data, support sales planning in budget planning, support project teams with profitability calculations.
- Digital Ventures: terminology definitions, process development for generating and developing new business models, operational validation of new business models to expand the group’s business areas, strategic support of project teams implementing new business models, cooperation project with Munich University of Applied Sciences, management of equity investments in start-ups.
- In this role it was important to create consistent terminology related to business development and new business models for the group and integrate it into the organization. These discussions and definitions broke old mindsets and created a safe space where even senior managers could ask questions. This shifted perspectives beyond core business areas and sparked a change in how new potentials were perceived.
- By creating transparency about the machines active worldwide, aftersales sales planning was optimized. At country level, both revenue planning and service technician staffing could be aligned with the number of machines. Sales activities toward inactive customers were also intensified.
- The standardized process from idea generation to a scalable, validated business model enables working on multiple topics in parallel while staying focused. Resources are scaled according to project progress and success. This allows the company to use personnel and capital optimally.
- Active cooperation and presence in the start-up scene shape the company’s external image and support HR in attracting young talents.
Jul 2020 - Present
5 years 2 monthsEching, Germany
Managing Director
Digipren GmbH
Jan 2019 - Jan 2021
2 years 1 monthMunich, Germany
Head of Finance Digital & Service Solutions (DSS) and Head of Digital Ventures (dual role)
Krauss Maffei Technologies GmbH
- Commercial leadership of the Digital & Service Solutions division including power of attorney.
- Financial responsibility for DSS with €300 m revenue and over 800 employees worldwide. DSS bundles the group’s global service and digitalization activities.
- Direct leadership of 6 employees.
- Direct reporting line to the CFO and executive management (matrix organization).
- Granted power of attorney for Krauss Maffei Technologies GmbH.
- Change management within finance by integrating a new business division. Old structures and hierarchies were dismantled and new responsibilities implemented.
- Coordination of monthly forecasts with international subsidiaries.
- Preparation of monthly actual figures and review of the business situation with management.
- Creation of profitability calculations.
- Approval of customer discounts for framework contracts.
- Controlling: set up reporting for the new DSS division, integrate it into financial processes, monthly reporting to the board, planning in company forecasts (forecast, budget, 3-year planning).
- Finance: approval of purchase requests and headcount for DSS, ensure internal approval process for key sales projects.
- Commercial order processing: receivables management, framework contracts with customers, invoicing for special orders.
- Launching a new division required a change process within Krauss Maffei’s finance and sales organization. It broke down old structures and enabled more efficient communication via new contacts. It also revealed process weaknesses that were fixed during implementation, improving data quality.
- Close integration of DSS controlling with DSS management turned business reviews into combined financial and operational updates. This gave the board a full view of DSS and allowed informed decisions on investment requests.
- A focused discussion on requested hires optimized staffing during the COVID crisis. Replacements were made in revenue-driving roles like service technicians. Administrative tasks were reduced and offset by process improvements.
- Active receivables management cut overdue receivables by 50%, improving working capital.
Jan 2018 - Dec 2018
1 yearMunich, Germany
Head of Financial Corporate Planning and Reporting
MAN Truck & Bus SE
Jul 2015 - Jan 2018
2 years 7 monthsMunich, Germany
PMO MAN Future Program PACE2017
MAN Truck & Bus SE
- Program leadership (from 01/2017) – direct leadership of 3 PMO staff and functional leadership of 6 module leads.
- PMO work in purchasing, production and program standards (07/2015–12/2016).
- Direct reporting line to the CFO.
- On-schedule program delivery in 3 years.
- Design and ongoing development of tools and program processes.
- Active stakeholder management and leading workshops for potential identification.
- Setting and discussing targets with board members.
- Integrating financial program planning into corporate planning.
- Monthly aggregated progress reports on over 1,000 subprojects to the MAN Truck & Bus SE board.
- Regular communication and progress monitoring of subprojects and work packages at module level (bundling by board function).
- Achieved result improvement of about €700 m per year from revenue increases, margin improvements across the value chain and overhead cost reductions.
- Optimized sales results and reduced development costs through result-oriented portfolio cleanup.
- Further sales gains by improving margin control and reducing average customer discounts.
- Improved production capacity utilization by optimizing plant network through realignments and relocations.
- Purchasing optimization through standardizing parts families.
- Overhead cost reduction by cutting about 1,500 jobs.
- Better communication between board and department heads via structured, performance-based meetings.
- Built team spirit through consistent program communication throughout the term.
Apr 2013 - Jun 2015
2 years 3 monthsMunich, Germany
Head of Margin Controlling and GPA
MAN Truck & Bus SE
- Responsible for analysis and performance reporting of product profitability for the group’s truck and bus products.
- Responsible for approving large sales projects over €5 m.
- Direct leadership of 6 employees.
- Analysis and reporting on product profitability across the entire value chain of trucks and buses.
- Coordination of the approval process for all large sales projects (GPA) from €5 m revenue.
- Monthly review of margin situation with sales.
- Commercial support of sales business cases for new product launches.
- Maintenance and development of an analysis and reporting tool showing consolidated vehicle results based on SAP BW/BO.
- Project lead for global conversion of internal transfer prices for sales organization optimization. Change management in field sales on price perception and sales incentives.
- Based on monthly reports, sales decisions about product and country management were made. Together with sales managers, numbers were reviewed and options weighed.
- Managing the approval process for large sales projects ensured each was fully evaluated and presented weekly to the board. Beyond cost and sales calculations, lifecycle views and customer payment-risk profiles were part of decision documents. This transparency allowed the board to make informed decisions.
- Changing sales control from a flat discount on list price to country-specific discounts based on market levels adjusted local margins to local price levels. A stronger differentiation of discounts by product and options based on group contribution margins was introduced. This steered field incentives toward the group’s most profitable products and increased overall contribution margins.
Jul 2012 - Mar 2013
9 monthsMunich, Germany
Team Lead Product Result Controlling Truck
MAN Truck & Bus SE
Nov 2010 - Jun 2012
1 year 8 monthsMunich, Germany
Project Manager BI Project
MAN Truck & Bus SE
May 2007 - Oct 2010
3 years 6 monthsMunich, Germany
Product Manager – Focus on Pricing
MAN Truck & Bus SE
Mar 2005 - Aug 2005
6 monthsYokohama, Japan
Internship Abroad
Bosch Corporation Japan
- Evaluation and maintenance of sales planning for Toyota, Nissan and Honda.
- Creation of market analyses for the Japanese market.
Aug 2004 - Sep 2004
2 monthsBrussels, Belgium
Internship Abroad
JADE (European umbrella association of student consultancies)
- Creation of information materials for client acquisition.
Summary
With me as interim manager and consultant you can benefit quickly and flexibly from over 14 years of corporate experience in the automotive and machinery industries. Besides my extensive experience in leadership roles in finance, I have supported several change processes in companies and set up and led a large restructuring program. This acquired knowledge, combined with my training as a mediator, allows me to identify key issues and drive change forward.
Languages
German
NativeEnglish
AdvancedSpanish
AdvancedJapanese
AdvancedEducation
Oct 2020 - Apr 2022
FernUniversität in Hagen
Master in Mediation, Business Mediation and Intercultural Mediation · Hagen, Germany
Jan 2008 - Feb 2010
Hamburg Distance University
Diploma in Industrial Engineering (FH), Product Development · Industrial Engineering · Hamburg, Germany · 1.4
Oct 2002 - Mar 2007
Deggendorf Institute of Technology
Diploma in Business Administration (FH), Technical Business Administration and Controlling · Business Administration · Deggendorf, Germany · 1.7
Certifications & licenses
IPMA Certification Level C
IPMA
Mediator
Online Marketing
Entrepreneurship
Train the Trainer (IHK)
IHK
Certified Product Manager (FH)
FH
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