Experience

Trolli GmbH

• Germany
• Manufacturing
• 1 - 100 Employee

• CFO / Kaufmännischer Leiter (Mederer GmbH)

  • Oct 2020 - Present



Murnauer Markenvertrieb GmbH

• Manufacturing
• 1 - 100 Employee

• CFO/CIO with a focus as of 9/2019 on the CIO function

  • Mar 2019 - Aug 2020

  Monitoring all financial flows of the company: responsible for accounting and controlling. Continuous improvement and management of the IT infrastructure - Set up a new reporting package for the supervisory board, banks and the new private-equity shareholder - Adapted the financing model to the operational cash flow needs in cooperation with the consortium banks- Tracked all open items after the SAP go-live until the official project completion in April 2020- Started a project for linking-up a pharmaceutical-specific CRM tool to SAP- Defined process adjustments in SAP with the goal of streamlining the planning tool- Switched pharmaceutical wholesalers to EDI for orders within 6 weeks

• SAP Project Manager, Head of Project Management

  • May 2017 - Feb 2019

  Managing the SAP project; optimizing and managing the IT infrastructure - Implemented SAP S/4HANA (greenfield) in less than two years for the modules FI, CO, MM, SD, WM- Fostered and documented own and team’s SAP knowledge - Optimized timing and resources; motivated individual team members - Coordinated the key users and the SD subproject manager’s activities and agreed these with the project manager of the SAP house- Worked out and negotiated the SAP contractual agreement- Presales tender: prepared SAP specification sheets, selected ERP and software houses - Modernized the PBX system from ISDN to VoIP - Moved the IT infrastructure into hosting within 4 weeks

• Head of Finance and Administration

  • Jun 2014 - Apr 2017

  Monitoring all financial and administrative activities: accounting, controlling, purchasing and IT- Responsible for reporting and analysis of the monthly and yearly closings (German GAAP) as well as for the liquidity planning- Consolidated and commented all planning exercises (budget and forecasts)- Link with financial auditors, insurances and lawyers- Ensured product availability while optimizing stock level- Reorganized the HR function with the objective of streamlining the processes- Successfully completed license audit (PERLWEISS™ brand) - Introduced quality measurements and a balanced score card in order to successfully obtain the ISO 9001:2008 certification- Reduced the Green Dot costs by 30% through a national tender



Eckes-Granini

• Germany
• Food and Beverage Manufacturing
• 400 - 500 Employee

• Chief Financial Officer (CFO) Eckes-granini Suisse SA, Joint Venture with Nestlé Waters

  • Jun 2010 - May 2014

  Responsible for setting the strategic orientation and for the day-to-day business together with the general manager- Steered and executed all accounting and controlling transactions within the joint venture in Switzerland and with the Eckes Group GmbH in Germany - Compiled monthly, quarterly and annual period-end closes according to German and Swiss GAAP, and on an experimental basis according to IFRS- Cooperation with financial auditors, banks and lawyers- Presentations to the EGSSA supervisory board and to the international executive board- Prepared, consolidated, commented and presented the budget, the quarterly forecasts and the strategic mid-term plan- Calculated und launched investment of €6.7 million in a new PET filling line after approbation of a tax-saving model by the local authority (canton of Vaud)- Successfully renegotiated the joint venture contract following the introduction of Nestlé’s global SAP ERP system

• Controlling Manager / Eckes-granini Group GmbH

  • Apr 2004 - May 2010

  Financial planning and analysis for ten subsidiaries in different European countries- Controlling of accounting reconciliation performed on sales and profit according to German GAAP- Tracked major material and FX effects at a Group level - Keeping the Group-wide controlling manual up to date- Cost location budgeting, reporting and variances for the HQ- P&L responsibility for HQ entities (actuals and plan) incl. test IFRS costs-of-sales method P&Ls- Renewed the Group MIS reporting system with the goal of improving user friendliness- Launched a balanced scorecard (KPI system) - Worked out different scenarios with the aim of optimizing the supply chain in France- Further developed a central purchasing database in order to identify trends- Carried out a logistics benchmarking project



HP

• Azerbaijan
• Online Media

• Business Operations Manager

  • Feb 2001 - Mar 2004

  Managed the operational order fulfilment activities for European retailers buying directly from HP- Supervised order processing and solved financial/physical claims in close cooperation with the accounts-receivable accounting department- Measured department performance in order to promote efficiency gains- Managed retail partners and internal escalations at HP- Interacted with the HP’s local management (general and sales manager)- Coordinated internal audits- Reviewed job profiles and reshuffled the department organization in order to reduce the French claim backlog from €4 million to less than €1 million- Relocated activities for the French retailers to Spain and built up a new team locally (14 months as an expatriate). After 1 year the team in Spain was performing as well as the former team in Germany.

• Business Relations Manager

  • Apr 1999 - Feb 2001

  Responsible for operative performance within the given cost frame and for the strategic development of a French HP distribution service provider (DSP)- Responsible for the budget (€17 million) and price negotiations- Secured enough shipping and warehousing capacities- Led the contract renegotiation including a new price catalogue- Participated in TQRDCE audits, coordinated postponement and process analysis as well as investment approvals in order to save costs - Crisis management in a situation in which the storage capacity was fully exhausted- As a consequence, set up a second shipping point, coordinated a product line move and systemized the use of a new warehousing forecasting tool

• Financial Analyst - Senior Financial Analyst

  • Feb 1997 - May 1999

  Prepared and analysed the monthly financial statements as well as the biannual forecasts of a total of nine different global product lines. Responsible for the planning and reporting activities of all five DSPs for all product lines- Internal month-end closing and planning coordinator- Interface to the European marketing centre in order to administrate and monitor the financial impact of promotional programmes and product price reductions- Cost benchmarking, DSP selection according to capacity and ROI criteria- Selected as the “Best DC contact”



Gebr. Otto KG

• Germany
• Textile Manufacturing
• 1 - 100 Employee

• Controller / Assistant to the group CFO

  • Jun 1995 - Feb 1997

  Preparing and analysing the monthly group reporting- Consolidation and validation of annual operational budgets, sales and profit forecasts as well as cash flow plans of the national companies- Cost location budgeting, reporting and variances for the HQ-Performed administration of system parameters in SAP based on the company needs - Interim factory controller including training of the new permanent job holder and coaching of the controller’s assistant Preparing and analysing the monthly group reporting- Consolidation and validation of annual operational budgets, sales and profit forecasts as well as cash flow plans of the national companies- Cost location budgeting, reporting and variances for the HQ-Performed administration of system parameters in SAP based on the company needs - Interim factory controller including training of the new permanent job holder and coaching of the controller’s assistant



Jacquet Brossard - Groupe Limagrain (previously Rugenberger)

• Member of the controlling department and project officer

  • Sep 1993 - Jan 1995

  as part of a 16-month assignment to replace military service- Introduced a new report by customer groups and a short P&L account per production site - Prepared working files for the company’s cash-flow planning model- Active participation in an in-house audit that provided financial information for company’s restructuring- Implemented a database to measure sales performance- Prepared data for revamping the inter-factory logistical network as part of a 16-month assignment to replace military service- Introduced a new report by customer groups and a short P&L account per production site - Prepared working files for the company’s cash-flow planning model- Active participation in an in-house audit that provided financial information for company’s restructuring- Implemented a database to measure sales performance- Prepared data for revamping the inter-factory logistical network