Jens R.-Finance Transformation Director
Check rate
Experience
Finance Transformation Director
Bauer Media Group
After several S/4 go-lives, Finance and IT lacked structure, clarity of roles and decisions; governance mechanisms, priority logic and responsibilities were not sufficiently defined.
Unclear interfaces, high coordination effort and inconsistent ways of working led to organizational instability and limited leadership and management capability.
The existing operating model between Finance, Controlling and IT was not functional, affecting transparency, collaboration and decision-making paths.
Designed the transformation and organizational architecture for Finance and clarified roles, decision-making paths and priorities.
Diagnosed and structured the Finance and IT organizations (DE/UK/PL), including collaboration, responsibilities and interfaces.
Redesigned the Finance–IT Operating Model with a focus on governance, management routines and cross-functional collaboration.
Enabled leaders and teams, especially Global Process Owners, Key Users and Finance Leads (systemic OD / Leadership).
Managed the transformation portfolio, including clarity on risks, dependencies and cross-functional decision-making processes.
Restored structural management capability by clearly defining and anchoring roles, decision-making paths and priorities throughout the organization.
Systemically strengthened governance and cross-functional collaboration – Finance, Controlling and IT again worked in consistent, aligned structures; friction was measurably reduced.
Harmonized working and communication processes, making coordination faster, more transparent and less conflict-prone.
Established sustainable organizational capability, including by building a strong Key User / Process Owner community and clearly defined management routines.
Made the transformation manageable in a structured way – prioritized initiatives, clear risk and progress logic as well as consistent decision-making formats increased execution speed.
Interim CFO
Eurodata AG
The organization lacked clear management, role and responsibility structures, especially in Development and Product.
Governance, forecasting and decision-making mechanisms were not sufficiently defined, limiting transparency and prioritization.
Owners and Management lacked consistent decision-making and management foundations.
Structured the organizational foundations for management, responsibilities and decision-making paths in Development and Product.
Established clear governance and role models to ensure manageability and accountability across all development programs.
Designed a consistent management and prioritization model for project, product and investment decisions.
Enabled leaders and teams to strengthen collaboration, functional ownership and decision-making capability.
Supported the strategic performance framework, including business plan, forecast and planning logic.
Systemically strengthened organizational management capability by clearly defining and anchoring roles, responsibilities and governance mechanisms across functions.
Created coherent decision-making foundations – Development and Product now have clear prioritization, evaluation and decision-making logic.
Established strategic program and portfolio management, making progress, risks and priorities transparent throughout the organization.
Improved collaboration between Finance, Development and Management; decision-making processes became clearer, faster and less prone to escalation.
Raised planning and management capability to C-level by establishing consistent and reliable forecasting, business plan and governance models.
Interim Head of Controlling
Sturm-Gruppe
Clear management, role and evaluation mechanisms were missing in the project business; decision-making paths, evaluation logic and responsibilities were inconsistent.
Process, master data and reporting structures were not consistently defined, so risks, deviations and project progress could only be managed to a limited extent.
Pre-sales, bid and Controlling processes were not aligned, leaving Management without reliable decision-making foundations.
Realigned the management and evaluation architecture in the project business, including role, evaluation and decision-making logic.
Structurally and organizationally developed the Controlling and project management functions.
Introduced consistent working and leadership routines, including Kanban, SCRUM formats and standardized review cycles.
Enabled leaders and teams to strengthen functional responsibility and cross-functional collaboration.
Acted as sparring partner for the executive team and CFO in shaping clear priorities and decision-making mechanisms.
Structurally strengthened decision-making and evaluation capability in the project business, allowing risks to be identified earlier and results to be stabilized.
Increased transparency and manageability through consistent reporting, evaluation and review structures that were accepted and applied across functions.
Addressed organizational bottlenecks, including process and master data quality – the systemic causes of operational dysfunction were resolved.
Standardized leadership and working routines, significantly increasing clarity, commitment and prioritization in the project business.
Strengthened cross-functional collaboration; teams worked with clear roles and responsibilities, reducing conflicts and increasing execution speed.
Interim COO / Process Optimization Consultant
Atreus Personaldienstleister
Operations and Finance structures were heterogeneous, without clear responsibilities or end-to-end process logic, limiting transparency and management capability.
Capacities, volumes and resource requirements were not systematically recorded, significantly limiting planning, prioritization and scalability.
A structured leadership, Controlling and reporting model was missing, so the executive team lacked reliable decision-making foundations.
Structured the organization's core processes with a focus on responsibilities, continuity and management capability.
Analyzed key weaknesses and developed and implemented clearly prioritized measures to stabilize the organization.
Established a consistent management and decision-making model (Business Controlling, reporting, relevant KPI / prioritization logic).
Provided sparring for leaders and the executive team, including on profitability, cost structures and operational prioritization.
Supported organization-relevant initiatives to strengthen value creation.
Created structural clarity by systematically defining and aligning responsibilities, process logic and decision-making paths.
Significantly increased planning and management capability through reliable volume structures, capacity models and consistent decision-making mechanisms.
Established consistent leadership and working routines that significantly improved collaboration, commitment and transparency in daily operations.
Strengthened ownership and competence in Finance and Operations, enabling teams to act more independently, confidently and systematically.
Improved the end-to-end process view, reduced conflicts and sustainably increased organizational efficiency and prioritization.
Agile Coach Finance / SAP S/4 HANA
Schaeffler AG
Finance and Controlling requirements in the global S/4 program were not sufficiently structured, resulting in unclear responsibilities, scope ambiguity and missing decision-making paths.
Cross-functional collaboration was characterized by silo structures and high coordination effort, limiting integration capability and execution speed.
A consistent end-to-end process understanding as well as established working and decision-making routines were missing, making complex dependencies difficult to manage.
Structured and prioritized Finance / Controlling requirements and derived clear responsibility and decision-making logic.
Consistently integrated Controlling requirements into the S/4 program through aligned management and communication mechanisms.
Enabled leaders and teams in agile ways of working (AGILE/SCRUM) to improve collaboration, transparency and delivery capability.
Moderated cross-functional coordination to reduce silo effects and establish a continuous end-to-end process understanding.
Supported program leadership with structured decision-making foundations, risk transparency and prioritized management.
Clarified responsibility and decision-making logic, structurally stabilizing the Finance / Controlling stream of the S/4 program.
Systemically strengthened end-to-end process understanding, significantly increasing integration capability, data quality and cross-functional coherence.
Embedded agile leadership and working logic, enabling teams to work more self-organized and respond faster to dependencies.
Improved cross-functional collaboration, especially between Finance, Controlling, IT and project leadership; potential for conflict was reduced.
Created structural decision-making foundations that sustainably increased prioritization, risk management and transparency in the program.
Interim CFO
In Mind Cloud Global GmbH
The Finance function had insufficiently defined roles, processes and governance structures, limiting transparency, management control and decision-making paths.
Reliable decision-making foundations, a consistent business plan and clear accountability and management mechanisms were missing for the planned financing and exit process.
Collaboration between Finance, Operations, Investor/Advisory Board and CEO was not systematically structured, making strategic decisions more difficult.
Overall responsibility for the commercial management architecture, including close coordination with the Investor/Advisory Board and CEO on financial, strategic and governance topics.
Structuring and stabilizing the organizational foundations of Finance & Operations (roles, responsibilities, decision-making logic).
Establishing exit and financing readiness through business plan structure, data consolidation and clear governance requirements.
Organizational and leadership advisory to strengthen responsibilities, decision-making paths and team structures.
Designing key management tools to establish binding reporting, liquidity and performance mechanisms across multiple locations (DE/SG/USA).
Strengthened the company's strategic management capabilities through clear decision-making models, roles and governance structures.
Systematically increased transparency & accountability, including through consistent reporting, forecasting and decision-making logic.
Structurally improved leadership & collaboration between Finance, Operations, Investor & CEO, enabling faster and clearer strategic decisions.
Prepared the organization for growth & exit through scalable management models (DE/SG/USA) and reliable governance mechanisms.
Established a coherent international management logic integrating company strategy, performance management and decision-making capability.
Project Manager Enterprise Performance
Pfleiderer Gruppe
Following an unsuccessful SAP implementation, clear roles, responsibilities and decision-making structures were missing in Controlling; management and evaluation mechanisms were not functioning.
Process visibility, collaboration and prioritization logic were fragmented, limiting implementation speed and organizational stability.
The Finance function had no consistent end-to-end process understanding or cross-functional management logic.
Stabilization and structuring of the Controlling workstream, including roles, responsibilities and decision-making architecture.
Review and redefinition of project objectives, as well as development of a realistic target and action framework.
Analysis of structural causes of process and system deficiencies, and prioritization of critical areas for action.
Management of a cross-functional project team and design of clear coordination and collaboration mechanisms.
Organizational advisory focused on roles, collaboration and decision-making paths within Controlling.
Structurally stabilized the Controlling organization by clearly defining and embedding roles, responsibilities and decision-making paths.
Introduced modern management & working logic, significantly improving problem understanding, prioritization and decision quality.
Systematically dismantled silos through end-to-end analyses and clear cross-functional collaboration mechanisms.
Enabled teams to take responsibility and significantly increased methodological expertise and decision-making capability.
Created the structural foundation for a reliable, effective Finance function, including consistent communication, role and process architectures.
Interim Managing Director
Vestner Aufzüge GmbH
Operational structures and leadership mechanisms were not consistently defined, limiting performance, collaboration and management capability.
During the generational transition, clear accountability and decision-making structures were missing, affecting orientation and organizational stability.
A strained liquidity and supplier situation threatened the company's ability to continue operating.
Interim management with overall responsibility for operational management, Finance and the stabilization of key business processes.
Structuring and optimization of organizational and leadership logic, including Service, Operations, Sales and Administration.
Review and adjustment of the company strategy with the involvement of shareholders and executives.
Establishing financial management 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-making and accountability structures in the context of the generational transition.
Systematically strengthened collaboration & communication, significantly increasing orientation, stability and execution capability.
Stabilized critical business relationships through structured dialogue formats, clear priorities and consistent management mechanisms.
Renewed the leadership system, significantly increasing commitment and transparency within the organization.
Created sustainable organizational stability that made Operations, Service & Sales reliable again.
Interim CFO
ISOG Technology GmbH
The Finance and Sales organization had limited management, role and process stability, particularly in liquidity, Sales and Service.
Clear accountability, structural and performance mechanisms were missing in Sales, affecting revenue and earnings development.
Governance, reporting and commercial structures needed to be professionalized for the planned company sale in order to meet due diligence requirements.
Ensured financial management capability by structuring liquidity and cash flow mechanisms.
Organizational and leadership work in Sales & Service, including roles, responsibilities and process logic.
Stabilized the Sales team and strengthened internal collaboration through clear leadership and organizational mechanisms.
Provided commercial support to the Managing Director, including taking on operational and strategic Finance responsibility.
Prepared the organization for due diligence requirements, including commercial data preparation, structural modeling and change governance.
Strengthened organizational leadership & management capability through clear roles, responsibilities and decision-making structures in Finance, Sales & Service.
Professionalized governance & evaluation logic, increasing transparency, accountability and decision-making capability across the organization.
Created cultural & structural stability, enabling teams to work more coherently, collaboratively and with greater process reliability.
Improved cross-functional collaboration, reduced conflicts and clearly synchronized priorities.
Ensured due diligence readiness by systematically enhancing commercial structures, reporting and management mechanisms.
Strategic Finance Leadership · Governance · Operating Models · Organizational Design
Freelance Organizational Consultant & Interim Executive
Advises CFOs, executive teams and PE investors on designing organizations with effective management capabilities by defining roles, governance models and decision-making structures so that responsibilities can be clearly assigned and effectively carried out.
Develops and implements robust operating models that systematically integrate Finance, Business and IT, thereby ensuring reliable organizational performance as well as scalable leadership and management processes.
Strengthens leadership, collaboration and decision-making capability in complex transformations, making organizations structurally more stable, more capable of action and more clearly aligned.
Elevates strategic management capability at C-level by aligning spans of control, planning logic and prioritization mechanisms, thereby increasing transparency, decision quality and execution speed.
Supports demanding transformation and cultural initiatives and ensures that organizations develop structured, consistent and sustainable execution capability.
Design of clear role, accountability and decision-making architectures, as well as development and implementation of effective governance, management and prioritization mechanisms.
Strengthening and alignment of leadership teams during demanding transformation phases, as well as development of consistent leadership, communication and collaboration structures.
Organizational analyses, effectiveness diagnostics and development of change architectures, as well as systemic support for complex transformation processes.
Structuring and management of complex transformation programs, including risk, dependency and priority management.
Development of strategic management and decision-making models to increase organizational performance.
Interim Executive Roles (Interim Managing Director, Interim CFO, CIO) with a focus on leadership and management architectures.
Design of operating models, governance, role and accountability structures.
Transformation & Change Governance (systemic organizational development, executive enablement).
Agile Leadership & modern working logic (SCRUM, Kanban, Lean Leadership).
Development of strategic management models (Decision Frameworks, Performance & prioritization mechanisms, Business Model Design).
CFO, Global IT Operations
Amadeus IT Group
- Budget responsibility: 350 Mio. € OPEX, 1.500 FTE, 100 Mio. € CAPEX.
- Developed governance, KPI and management structures for global IT operations.
- Transformed leadership and organizational culture to increase management capability & performance.
- Project manager SAP S/4 HANA (Finance digitalization); Enterprise Architect Finance Transformation.
- Linked financial planning to strategic priorities; achieved significant budget & efficiency gains.
- Optimized cost structures, reduced organizational complexity; scaled Lean Leadership in Finance.
Senior Manager Controlling, Global IT Operations
Amadeus IT Group
- Team responsibility: 10 controllers at 5 locations worldwide.
- Budget responsibility: 200 Mio. € OPEX, 700 FTE, 70 Mio. € CAPEX.
- Established global controlling processes & governance standards.
- Standardized planning and reporting processes to accelerate management and decision-making processes.
- Automated IT controlling; supported the IT organization’s global expansion capability.
Head of Controlling & Finance Germany
Fromageries Bel / Bel Deutschland GmbH
- Post-merger integration: harmonized systems, structures and cultures.
- Reorganized the Finance department & Finance processes.
- Introduced IFRS, SAP R/3 and HYPERION.
- Stabilized the Finance function as the foundation for competitiveness & management capability.
Head of Corporate Controlling
Savencia / Bongrain Group
- Established & further developed Corporate Controlling and SAP-based management structures.
- Ensured margin and performance transparency.
IT Project Manager (Sales Digitalization)
Savencia / Bongrain Group
- Developed & implemented a digital sales management system.
- Integrated with SAP & BI to improve pricing, forecasting and market management.
Head of Sales Support / Sales Controlling
Savencia / Bongrain Group
- Management of pricing, terms and sales models.
- Financial management of marketing and sales initiatives.
Sales Operations / Logistics Management
Staatliche Molkerei Weihenstephan AG
- Pricing and raw material optimization.
- Logistics management and procurement of transport services.
- Participation in the project team for the implementation of a high-bay warehouse.
Business Development – Trade Fair Division
LEP International GmbH
- Cost calculation, bid management, customer development.
- Management of operational trade fair projects.
- Increased revenue and built the most profitable business division.
Industry experience
See where this freelancer has spent most of their professional time.
Experienced in Information Technology, Food and Beverage, Professional Services, Tourism, Manufacturing, and Automotive.
Business area experience
See which departments and functions this freelancer has contributed to most.
Experienced in Finance, Project Management, Business Intelligence, Information Technology, Strategy, and Human Resources.
Summary
- Advises CFOs, executive teams and PE investors on designing organizations that can be effectively managed by defining roles, governance models and decision-making 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 management processes.
- Strengthens leadership, collaboration and decision-making in complex transformations, making organizations structurally more stable, more capable of action and more clearly aligned.
- Raises strategic management capability at C-level by aligning spans of control, planning logic and prioritization mechanisms, thereby increasing transparency, decision quality and execution speed.
- Supports demanding transformation and cultural initiatives (post-merger, digitalization and organizational programs) and ensures that organizations develop structured, consistent and sustainable execution capability.
Skills
Industries
- It / Saas
- Fmcg
- Mechanical Engineering
- Supply Chain
- E-Commerce / Platforms
- Manufacturing Industry
- Automotive
- Private Equity
Methods & Approach
- Systemic Organizational Development & Effectiveness System Diagnostics
- Leadership, Team & Communication Development
- Governance, Decision-Making & Priority Architectures
- Operating Model & Organizational Design
- Agile Leadership, Scrum, Kanban
- Lean Leadership & Six Sigma (Structure- And Quality-Oriented)
- Transformation Steering & Change Governance
- Executive Facilitation & Organizational Learning
Key Achievements
Governance & Operating Model Design
- Designed Clear Role, Responsibility And Decision-Making Architectures.
- Developed And Implemented Effective Governance, Management And Prioritization Mechanisms.
Leadership & Team Alignment
- Strengthened And Aligned Leadership Teams During Demanding Transformation Phases.
- Developed Consistent Leadership, Communication And Collaboration Structures.
Organization Transformation & Systemic Od
- Conducted Organizational Analyses, Effectiveness System Diagnostics And Developed Change Architectures.
- Provided Systemic Support For Complex Transformation Processes (Artop Methodology).
Transformation Steering & Change Governance
- Structured And Managed Complex Transformation Programs, Including Risk, Dependency And Priority Management.
- Ensured Cross-Functional Coherence Through Clear Coordination, Management And Escalation Mechanisms Between Management, Business, Finance And It.
Strategic Performance & Decision Enablement
- Developed Strategic Management And Decision-Making Models To Increase Organizational Performance.
- Translated Complex Business And Organizational Relationships Into Clear, Robust Decision-Making Foundations For C-Level.
Languages
Education
Duale Hochschule Baden-Württemberg Lörrach
Diplom-Betriebswirt (BA) · Business Administration, Freight Forwarding/Logistics · Lörrach, Germany
Certifications & licenses
Systemischer Business-Coach (Zertifikat)
ATV München
Systemischer Organisationsberater (Zertifikat)
artop – Institut an der Humboldt-Universität zu Berlin
Executive Education Program
IESE Business School, University of Navarra (Madrid)
Leadership & Personal Management – Executive Program
St. Galler Business School (St. Gallen)
Statistics
Experience
Global experience
Expertise
Qualifications
Profile
Frequently asked questions
Have questions? Find more information here.
Jens is based in Neubiberg, Germany and can operate in on-site, hybrid, and remote work models.
Jens speaks the following languages: German (Native), English (Advanced), French (Advanced), Italian (Intermediate), Spanish (Elementary), Russian (Elementary).
Jens has at least 36 years of experience. During this time, Jens has worked in at least 16 different roles and for 15 different companies. The average length of individual experience is 2 years. Note that Jens may not have shared all experience and actually has more experience.
Based on recent experience, Jens would be well-suited for roles such as: Finance Transformation Director, Interim CFO, Interim Head of Controlling.
Jens's most recent position is Finance Transformation Director at Bauer Media Group.
In recent years, Jens has worked for Bauer Media Group, Eurodata AG, Sturm-Gruppe, Atreus Personaldienstleister, and Schaeffler AG.
Jens is most experienced in industries like Information Technology, Food and Beverage, and Professional Services. Jens also has some experience in Tourism, Manufacturing, and Automotive.
Jens is most experienced in business areas like Finance, Project Management, and Business Intelligence. Jens also has some experience in Information Technology, Strategy, and Human Resources.
Jens has recently worked in industries like Professional Services, Manufacturing, and Automotive.
Jens has recently worked in business areas like Project Management, Strategy, and Human Resources.
Jens holds a Bachelor in Business Administration, Freight Forwarding/Logistics from Duale Hochschule Baden-Württemberg Lörrach.
Jens has 4 certificates. Among them, these include: Systemischer Business-Coach (Zertifikat), Systemischer Organisationsberater (Zertifikat), and Executive Education Program.
Jens is immediately available full-time for suitable projects.
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The median daily rate is the middle value of all daily rates — half of comparable freelancers charge less, half charge more. Unlike the average, it is barely affected by outliers.
Calculated based on our freelancers’ daily rates as of 26 Sep 2026. Actual rates may vary depending on seniority level, experience, skill specialization, project complexity, and engagement length.
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