Franz Forster-Interim Commercial Director

Took over financial management for three companies at the site

Monthly reporting to the US parent company (US GAAP)

Timely submission of all filings (VAT returns, statistical reports)

Weekly forecast and production progress updates

Preparation of the 2024 and 2025 annual financial statements (HGB + IFRS)

Finalization of the 2024 annual financial statements with tax returns (PwC)

Completion of the 2027 budget plan

Project controlling

Point of contact for tax consultants and auditors

Further development of processes and tools

On-time filing of various reports within a complex group structure

Resolution of tax issues

Stabilization of administrative processes

Re-motivation of staff despite reduced hours

Took over the leadership of risk management

Appointed compliance officer

Compliance with all regulatory requirements and reporting obligations (MaRisk, BAIT, CSRD, DORA)

Liaison with BaFin and the Bundesbank

Preparation for the year-end audit as of 31.12.2024

Support during the audit with the appointed auditing firm

Establishment of all controlling and reporting obligations for ESG and the sustainability report

Further development of processes and tools

On-time preparation and execution of the year-end financial statements and audit for the entire group by a Big 4 auditing firm

Optimization of risk controlling processes

Onboarding of the successor

Development of a 10-year business plan for various scenarios

Establishment and design of controlling

Development of a budgeting tool and a reporting system

Analysis and elimination of weaknesses in calculation and sales processes

Conducting profitability analyses for departments and processes

Identification and implementation of cost reduction measures

Transition of payroll accounting to DATEV

Introduction of fleet management with significant reduction in leasing costs

Implementation of a new sales structure

Integration of controlling at the second management level

New startup: establishing all administrative processes

Setting up data protection-compliant IT processes

Implementing interfaces

Training employees

Maintaining supplier and service provider contacts

Successfully building the organization

Preparation and review of the annual financial statements with tax advisor and auditor

Introduction of a professional document management system including vendor selection, defining processes to digitize, defining content, selecting involved employees, motivating staff involvement and organizing training

Selection and implementation of industry software for property management

Leading the financial accounting department

Optimizing financial processes in accounting and payment transactions

Adjusting interfaces between CRM and financial accounting

Reducing interface discrepancies to restore the auditor's ability to issue an opinion

Staff training and headcount reduction through outsourcing to a service provider

Cost controlling across all group companies

Advising shareholders and management

Successful implementation of the document management system

Restructuring and aligning chart of accounts for the 10 companies

Reworking seven years of annual financial statements for a group company with tax issues

Eliminating internal allocations with no impact on results

Creating and introducing invoicing templates for energy companies, incorporating current energy regulations

Structuring internal loan management

Overall responsibility for accounting, controlling, reporting (German GAAP and US GAAP), taxes (including audits, transfer pricing, VAT), order processing, IT, SAP projects, human resources, fleet management, insurance, and facility management

Implementation of SOX routines according to group guidelines, adapting processes in the GmbH

Transition of commission tracking and accounting from Excel to a central tool (Salesforce)

Responsible for master data in Germany and ensuring the accuracy of commission accounting

Transfer of financial accounting and order processing to the European headquarters in Dublin, Ireland, as part of an asset deal, including significant staff reduction

Enhancement of SAP FI and MM modules in cooperation with the IT headquarters, implementing automations and testing updates

Expansion of budget planning and monthly reporting into comprehensive variance analyses (Excel and Hyperion)

Structuring sales planning with rolling forecasts and a monthly report on major projects

Preparation of an ICTP study and implementation of the resulting rules in collaboration with KPMG (USA and Germany)

Planning and conducting inventory counts

Establishment of the Moscow branch: evaluating legal framework, setting up Russian accounting, implementing and aligning ICTP with the parent company

Operational execution of the asset deal between Datalogic S.p.A. and PSC Inc. in Central Europe for the acquisition of PSC Inc.

Adapting all contracts and processes to Datalogic standards

Close collaboration with private equity on the acquisition through Chapter 11 proceedings in the USA and subsequent years regarding reporting

Outsourcing the service department to the Czech Republic, adjusting customer contracts and processes

Introduction of full-service fleet leasing

Business analyses in the task force of a group of tax advisors and auditors

Conducting short ad-hoc assignments for situation analysis

Preparing financial plans for company sales, investments, and restructurings (Excel)

Financial planning for an automotive supplier start-up

Business planning for a meat products retail chain