Pavel (Dipl.-Ing.) Skála-Interim Manager Finance & Controlling

• Accounting, controlling and reporting, taxes, risk management, treasury, credit management, legal affairs, internal control/SOX, HR, IT, cooperation with auditors, tax consultants and government authorities
• Logistics, production and HACCP, occupational safety and veterinary and hygiene regulations (food manufacturing)
• Due diligence, M&A, corporate split-offs, crisis management, project management

Selected interim projects:

• Twistcafe (fast-food restaurants) – Interim CFO (global): solved issues with accounting and tax documents for the year-end close of the German and Austrian subsidiaries; standardized the intercompany billing of raw material and cash transfers (CZ, SK, DE, AT, PL); automated the recharging of promotions and cashless payments; improved cost center accounting (200+ cost centers)
• VIB Vermögen AG (Branicks Group, real estate) – Interim Head of Accounting (DE): completed HGB year-end financial statements for 19 companies without complications; IFRS group financial statements without issues; automated consolidation tasks (debt consolidation, expense and revenue consolidation); automated reporting processes
• NTT (telecommunications) – Interim Senior Controller (DE): simplified, standardized and automated monthly closing activities (provisions for customer and supplier rebates, order backlogs, accrued revenues, monthly gross profit adjustments), including SOX compliance evidence; balance sheet reconciliation; improved loyalty reporting
• Lilium (aerospace) – Interim Senior Accountant (DE): tax line corrections; asset migration from Datev to Infor LN for two companies, including data quality improvements; automated processing of interim asset investments and asset additions; led successful SOX audit for fixed assets leading up to the US IPO
• Brose (automotive) – Interim Head of Controlling (CZ): successful Forecast III; simplified and automated calculations and reporting (hourly rates, temporary workers, monthly reports, scrap and external rework, direct personnel costs); platform change for the monthly board meeting
• LUST Hybrid-Technik (Pankl-SHW Industries, manufacturing) – Interim Finance Controller (DE): monthly and annual financial statements (including inventory valuation, cost accounting), plan vs. actual comparisons, variance analysis, ad hoc reports, forecast preparation, automation
• Gebr. Bode (Schaltbau Group, manufacturing) – Interim Head of Accounting (DE): year-end financial statements without complications; simplified and automated liquidity planning; automated open items report, standardized intercompany reconciliations; implemented and automated the fixed assets report
• Hyva Georg Hydraulik (manufacturing) – Interim Senior Accountant/Finance Manager (DE): simplified and automated VAT returns, Intrastat and other statistical reports; automated fixed assets report; implemented and automated the cost center report/forecast and temporary labor reserves; master data correction
• Beiersdorf (FMCG) – Interim Finance Manager (DE/SK): oversaw transfer of the local finance department in Slovakia to the SSC Hamburg
• Trèves (automotive) – Interim Plant Controller/Head of Finance & Controlling (CZ): identified weaknesses; implemented controlling processes for the procurement process (PR/PO/GR), payroll, energy costs, ICO accounting, cost center reporting
• Hella Slovakia Signal-Lighting (automotive) – Interim Head of Controlling (SK): 10% reduction in receivables open items; automated reporting (capex, cost center, maintenance costs); standardized and automated inventory and receivables write-offs
• Tunap Cosmetics (FMCG) – Interim Finance Manager (DE): reduced DSO by 21 days within four months; balance sheet cleanup (fixed assets, provisions, prepaid expenses); reduced unprocessed invoices in the workflow by EUR 1.2 million during year-end; automated write-offs, controls and reporting
• Hanon Systems Autopal (automotive) – Interim Finance Controller (CZ): identified weaknesses; automated cost center reporting and purchase orders; automated inventory and receivables write-offs
• Drägerwerk (manufacturing) – Interim Finance Controller (CZ): FI/CO management, process audit, investment incentives, accounting accuracy, SAP settings (FI/CO, MM)
• Maxim Chicken (FMCG) – Interim Head of Finance and Controlling (CZ): introduced new gastronomy products leading to increased sales; implemented cash flow forecasting; reduced variable and fixed costs (raw materials, property leasing); successfully passed veterinary audit
• Trelleborg Automotive Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ); Carbody Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ): corrected accounting; corporate split-off with SAP separation; implemented cash flow forecasting; factoring
• Kantar Media (WPP Group, media) – Interim Finance Manager (CZ): automated US GAAP reporting; reduced fixed costs (supplier contracts, personnel expenses); implemented standard processes; successful SOX audit; production relocation

• Controlling and reporting for the entire group (100+ entities, revenue approx. €4,000 million)
• Efficiency improvement and introduction of management by numbers
• Co-management of subsidiaries as a board or supervisory board member (9 entities, revenue approx. €970 million, net result approx. €40 million)

Projects:

• Standardization of group standards for accounting, consolidation and reporting
• Mergers and acquisitions, due diligence
• Introduction of group-wide cost calculation standards for meat processing
• Crisis management, SAP and SAP BW implementation

Key achievements:

• Improved group efficiency through standardization of key financial indicators
• Major strategic changes in the supervisory board of a meat processing company
• Developed a dedicated information system for consolidation and group reporting (85 entities)
• Mergers of meat processing companies
• New articles of association for SKW Piesteritz joint-stock company

• Sales and contribution margin analysis, sales forecasting, customer profitability analysis, reporting (weekly, monthly, quarterly, annual)
• Budget and bonus responsibility for the sales department and customer bonuses

Projects:

• Standardization of pricing conditions and general terms and conditions for key accounts in the CEE region

Key achievements:

• Increased department efficiency
• Introduced Customer Contribution evaluation to improve profitability