My base
My expertise

Here I would like to let actions speak for themselves. I have compiled a selection of my mandates for you. I invite you to use these references to get an idea of my work.

Customer

Medium-sized engineering service provider for complex infrastructure projects (energy, water and hydropower), with projects in 47 countries. Subsidiary of a French group. 1,500 employees

Situation

Historically motivated fluctuation in controlling requires rebuilding of knowledge

Request

  • Knowledge transfer / technical support in project controlling
  • Optimisation of LucaNet use
  • S4/Hana – Preparation: Transformation Finance, Reorg Processes

Result

  • Knowledge transferred, optimisation done
  • Knowledge transferred, optimisation done

Customer

Telecommunications: fibre optic network expansion and operation. 70 employees

Situation

Change of shareholder planned, financial due diligence had to be prepared

Request

  • Support in the M&A process: preparation of the financials, preparation of the reporting, support of the FDD up to the sale
  • Integration of financials into new Corporate Financials Result

Result

  • FDD successfully completed, new shareholder found
  • Integration completed; onboarding new CFO done

Customer

Recruitment agency. 2,500 employees

Situation

Situation Strategy implementation required architectural adaptation of financial structures and increased automation of processes

Request

  • Architectural and technical support in various finance projects
  • Management of group accounting: Preparation of consolidated financial statements (bridging vacancies
  • Controlling: support for structural reorganisation for new sales orientation

Result

  • Work contract business defined in SAP (SD, MM, CO; POC-Accounting)
  • Chart of accounts revised, converted to ledger accounting
  • Receivables valuation and posting automated
  • Month-end closing (preparation for Hyperion) automated
  • Business Process Contracting: end-to-end (P2P, O2C) automated
  • Cost center hierarchy redesigned, alternative cc hierarchy implemented
  • Profit center accounting set up, calculative COPA converted
  • Overhead cost allocation for customer profitability analysis automated
  • Consolidated financial statements 2017/18 prepared for DACH-DK
  • Head of Group Accounting: Onboarding of successor carried out
  • Controlling concept for new financial structures created and implemented
  • Support of Controlling department in the reconstruction phase

(GREENFIELD) (FI, CO, MM, SD)

Customer

Medium-sized engineering service provider for complex infrastructure projects (energy, water and hydropower), with projects in 47 countries. 100%-participation of an investor. 1,500 employees

Situation

Migration from SAP R/3 to SAP ECC 6.0 (greenfield approach, full migration) was in preparation. Financial processes were to be brought up to date. IFRS planned as leading ledger. Introduction of divisional organisation planned

Request

  • Professional support in project controlling
  • Professional leadership for project “Implementation of SAP ECC 6.0”
  • Takeover of the commercial management. Preparation of the due diligence

Result

  • Project structures and processes revised, with the significant effect of standardised & automated monthly project evaluation in SAP according to both IFRS and HGB
  • Implementation of an integrated project planning tool (“ALLEVO”), which as an” Excel add-in” supports the concurrent calculation in terms of resources and phases (from the first EOI through offers to the request)
  • Re-work of definitions being essential for project accounting: manufacturing costs, sales and contract value to ensure common standards
  • Implementation of SAP/SD for acquisition and maintenance of order pipeline, order backlog and billing (Total sales reporting based on SAP implemented)
  • Implementation of SAP/MM for performance-based invoicing, directly integrated into project planning tool
  • Implementation of ledger accounting (IFRS, HGB, TAX) with IFRS as the main ledger
  • Standardizing “chart of accounts” even for joint ventures and consortia
  • Financial Guidelines written and implemented
  • Installation of a divisional organization
  • Management-Reporting entirely new developed

Customer

Medium-sized plant manufacturer in the renewable energy sector. Subsidiary of a German group with over 80 holdings and subsidiaries in Germany, Italy, France, North America and Australia. 150 employees

Situation

Enormous growth in turnover from zero to EUR 400m within two years. Inadequate processes and financial structures. Parallel holding structures had emerged. Professionalisation of structures in the finance sector.

Request

  • Head of Finance International
  • Professionalisation of structures in the finance sector
  • Merger of the Company into the Parent Company
  • Conversion of the financing (dissolution of the intermediate holding company)
  • Integration of the finance department (technical, personnel)
  • Standardizing of business processes (preparation of the concept)

Result

  • Set up accounting department (personnel, processes, quality)
  • Set up controlling department (personnel, reporting, structures)
  • Optimization of SAP-Usage (finance (FI), controlling (CO), material mgmt. (MM), sales distribution (SD))
  • Set up investment controlling for 80 entities (personnel, processes, reporting)
  • Redesign Financial Closing (set up new standards, financial guidelines, evaluation methods, fast close)
  • Implementation of profit center accounting and P&L-cost-of-sales format
  • Successful merger of the Company into the Parent Company

Customer

CRISIS Customer Medium-sized automotive supplier, manufacturer of car seats. 5 companies and 8 plants in Germany, Poland, Brazil, Spain, England. 5,000 employees, owner-managed

Situation

Financial crisis, sluggish organisation, poor reporting quality, non-transparent cost structure

Request

  • Head of Sales Controlling
  • Analysis of data quality and revision of sales reporting
  • Implementation of Fast Close
  • Implementation of actual cost-based calculation
  • Implementation of cost-of-sales-calculation at group level
  • Review & check P&L’s cost-of-sales-format

Result

  • Installation of a system-based, timely delivered, understandable sales reporting for 5 companies and 8 plants: target-performance comparison
  • Business Controlling: Fusion of Sales and Purchase controlling to 1 department “business controlling”
  • Relocation of the various located financial departments to 1 place
  • Transition month-end closing to fast-close-standard (reduction of 10 workdays)
  • Implementation of actual cost-based calculation: Elimination of calculative depreciation and calculative direct labor, disclosure of mark-ups, disclosure of steel portion
  • Installation of cost-of-sales calculation at group-level via SAP BW
  • Review P&L-cost-of-sales oriented format and disclosure of the real cost driver

(GREENFIELD) (FI, CO, SD, MM, HR)

Customer

Medium-sized plant manufacturer in electrical engineering (cabling of factories) with 20 sites Subsidiary of a French group. 600 employees

Situation

Outdated IT systems for Finance, Controlling, HR. Decentralised organisation (business units) combined with central administration. Different business processes at the individual locations, partly lacking transparency and structure. SAP knowhow only available in the central group IT

Request

  • Head of Accounting
  • Full migration to SAP R/3 without losing performance

Result

  • Migration prepared and monitored
  • Decentralised organisation (business units) combined with central administration.
  • Different business processes at the individual locations, partly lacking transparency and structure.
  • Successful changeover to SAP w/o losses

Customer

Medium-sized automotive developer: development & construction of devices for material testing, e.g. catapults. 120 employees. Subsidiary of an American group

Situation

Consolidation phase after restructuring, preparation for sale (sale of the group), bad mood in the workforce, insufficient expertise in finance

Request

  • Head of Accounting and Controlling
  • Team building & knowhow transfer
  • Analysis of data quality
  • Revision of reporting
  • Implementation of COGNOS

Result

  • Tasks in the finance area redistributed. Personnel measures implemented, employees more involved,
  • Know-how transfer (deviation analysis) achieved more transparency
  • Annual financial statement process shortened by introducing account solution for HBI-HBII reconciliation (predecessor of ledger accounting in SAP)
  • Co-design of COGNOS at group level, implementation of COGNOS in the German subsidiary, automated upload from SAP
Scroll to Top