Jens Reichert-Finance Transformation Director

The organization lacked clear steering, role, and responsibility structures, especially in the development and product area.

Governance, forecasting, and decision mechanisms were not defined well enough, which limited transparency and prioritization.

No consistent decision and steering basis was in place for owners and management.

Structured the organizational foundations for steering, responsibilities, and decision paths in the development and product area.

Built clear governance and role models to ensure steerability and accountability across all development programs.

Designed a consistent steering and prioritization model for project, product, and investment decisions.

Enabled leaders and teams to strengthen collaboration, functional ownership, and decision-making.

Supported the strategic performance framework, including business plan, forecast, and planning logic.

Strengthened organizational steering capability in a systemic way, as roles, responsibilities, and governance mechanisms were clearly defined and anchored across functions.

Created coherent decision bases - development and product areas now have clear prioritization, evaluation, and decision logic.

Established strategic program and portfolio management, making progress, risks, and priorities transparent across the organization.

Improved collaboration between Finance, Development, and Management; decision processes became clearer, faster, and less prone to escalation.

Elevated planning and steering capability to C-level, as forecasting, business plan, and governance models worked consistently and reliably.

Operations and finance structures were heterogeneous, with no clear responsibilities and no end-to-end process logic, which limited transparency and steerability.

Capacities, volume structures, and resource needs were not systematically captured, which clearly limited planning, prioritization, and scalability.

A structured leadership, controlling, and reporting model was missing, so management had no reliable decision basis.

Structured the core organizational processes with a focus on responsibilities, end-to-end flow, and steerability.

Analyzed key weaknesses and developed and implemented clearly prioritized measures to stabilize the organization.

Built a consistent steering and decision model (business controlling, reporting, relevant KPI / prioritization logic).

Sparring with leaders and management board, including topics such as profitability, cost structures, and operational prioritization.

Supported organization-relevant initiatives to strengthen value creation.

Created structural clarity by defining and aligning responsibilities, process logic, and decision paths in a systemic way.

Significantly increased planning and steering capability through reliable volume structures, capacity models, and consistent decision mechanisms.

Established unified leadership and working routines that clearly improved collaboration, commitment, and transparency in day-to-day work.

Strengthened ownership and capability in Finance and Operations, enabling teams to act more independently, confidently, and in a more structured way.

Improved end-to-end process visibility, reduced conflicts, and sustainably increased organizational efficiency and prioritization.

The finance function had insufficiently defined roles, processes, and governance structures, which limited transparency, control, and decision paths.

The planned financing and exit process lacked solid decision bases, a consistent business plan, and clear accountability and control mechanisms.

Collaboration between Finance, Operations, the investor/advisory board, and the CEO was not structured in a systematic way, which made strategic decisions more difficult.

Overall responsibility for the commercial control architecture, including close coordination with the investor/advisory board and CEO on finance, strategy, and governance topics.

Structuring and stabilizing the organizational foundations of Finance & Operations (roles, responsibilities, decision logic).

Designing exit and financing readiness through business plan structure, data consolidation, and clear governance requirements.

Organizational and leadership advisory to strengthen responsibilities, decision paths, and team structures.

Designing key control instruments to create binding reporting, liquidity, and performance mechanisms across multiple locations (DE/SG/USA).

Strengthened the company’s strategic control capability through clear decision models, roles, and governance structures.

Increased transparency and accountability on a system level, including through consistent reporting, forecasting, and decision logic.

Improved leadership and collaboration between Finance, Operations, the investor, and the CEO structurally, enabling strategic decisions to be made faster and more clearly.

Prepared the organization for growth and exit by means of scalable control models (DE/SG/USA) and reliable governance mechanisms.

Established a coherent international control logic that integrated company strategy, performance management, and decision-making capability.

Operational structures and leadership mechanisms were not defined consistently, which limited performance, collaboration, and control capability.

During the generational transition, clear accountability and decision structures were missing, which affected orientation and organizational stability.

A tense liquidity and supplier situation threatened the company’s ongoing business operations.

Interim managing director with overall responsibility for operational control, finance, and the stabilization of key business processes.

Structuring and optimizing organizational and leadership logic, including service, operations, sales, and administration.

Reviewing and adapting the company strategy with the involvement of shareholders and managers.

Designing financial control capability through active working capital and liquidity management.

Leadership, communication, and employee retention to support the generational transition and stabilize the organization.

Restored organizational ability to act through clear leadership, decision, and accountability structures in the context of the generational transition.

Strengthened collaboration and communication on a system level, which significantly improved orientation, stability, and execution capability.

Stabilized critical business relationships through structured dialogue formats, clear priorities, and consistent control mechanisms.

Renewed the leadership system, which significantly increased commitment and transparency within the organization.

Created sustainable organizational stability that made operations, service, and sales reliable again.

Advises CFOs, managing directors, and PE investors on designing organizations that are ready for control by defining roles, governance models, and decision structures so that responsibilities are clearly assigned and effectively carried out.

Develops and implements robust operating models that systematically integrate Finance, Business, and IT, ensuring reliable organizational performance as well as scalable leadership and control processes.

Strengthens leadership, collaboration, and decision-making in complex transformations, making organizations more stable, more capable of action, and more clearly aligned structurally.

Increases strategic control capability at C-level by aligning management spans, planning logic, and prioritization mechanisms, thereby improving transparency, decision quality, and execution speed.

Supports demanding transformation and culture initiatives and ensures that organizations develop structured, consistent, and sustainable execution capability.

Designing clear role, responsibility, and decision architectures as well as developing and implementing effective governance, control, and prioritization mechanisms.

Strengthening and aligning leadership teams during demanding transformation phases and developing consistent leadership, communication, and collaboration structures.

Organizational analysis, system diagnostics, and development of change architectures as well as systemic support for complex transformation processes.

Structuring and managing complex transformation programs, including risk, dependency, and priority management.

Developing strategic control and decision models to increase organizational performance.

Interim executive roles (Interim Managing Director, Interim CFO, CIO) with a focus on leadership and control architectures.

Designing operating models, governance, role, and accountability structures.

Transformation and change governance (systemic organizational development, leadership enablement).

Agile leadership and modern working methods (SCRUM, Kanban, Lean Leadership).

Development of strategic control models (decision frameworks, performance and prioritization mechanisms, business model design).