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

• Accounting, controlling and reporting, taxes, risk management, treasury, credit management, legal affairs, internal control/SOX, HR, IT, cooperation with auditors, tax advisors and government agencies
• Logistics, production and HACCP, occupational safety and veterinary and hygiene regulations (food production)
• due diligence, M&A, company spin-offs, crisis management, project management

Selected interim projects:

• Twistcafe (Fastfood restaurants) – Interim CFO (worldwide): resolving issues with accounting and tax documents for the financial statements of the German and Austrian subsidiaries; standardizing billing for intercompany transfers of raw materials and cash (CZ, SK, DE, AT, PL); automating the chargeback of promotions and cashless payments; improvements in cost center accounting (200+ CC)
• VIB Vermögen AG (Branicks Group, Real Estate) – Interim Head of Accounting (DE): HGB year-end closing of 19 companies without issues; IFRS consolidated financial statements without issues; automation of consolidation processes (debt elimination, expense and revenue elimination); report automation
• NTT (Telecommunications) – Interim Senior Controller (DE): simplifying, standardizing and automating month-end activities (provisions for customer and supplier rebates, order backlog, accrued revenues, monthly GP adjustments), including SOX compliance proof; balance sheet reconciliations; improvement of 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; automation of processing interim asset investments and asset additions; leading to successful SOX audit for fixed assets for the US IPO
• Brose (Automotive) – Interim Head of Controlling (CZ): successful third forecast; simplification and automation of calculations and reporting (hourly rates, temporary workers, monthly reports, scrap and external rework, direct labor costs); platform change for the monthly board meeting
• LUST Hybrid-Technik (Pankl-SHW Industries, Manufacturing) – Interim Finance Controller (DE): monthly and annual closings (including inventory valuation, cost accounting), budget vs. actual comparisons, variance analysis, ad-hoc reports, forecast creation, automation
• Gebr. Bode (Schaltbau Group, Manufacturing) – Interim Head of Accounting (DE): year-end closing without issues; simplification and automation of liquidity planning; automation of accounts payable report, standardization of intercompany reconciliations; implementation and automation of fixed assets report
• Hyva Georg Hydraulik (Manufacturing) – Interim Senior Accountant/Finance Manager (DE): simplification and automation of VAT returns, Intrastat and other statistical reports; automation of fixed assets report; implementation and automation of CC reporting/forecast and temporary labor provisions; master data corrections
• Beiersdorf (FMCG) – Interim Finance Manager (DE/SK): transfer from local finance in Slovakia to the SSC Hamburg
• Trèves (Automotive) – Interim Plant Controller/Head of Finance & Controlling (CZ): identifying weaknesses; implementation of controlling processes for the procurement process (PR/PO/GR), payroll, energy costs, intercompany billing, cost center reporting
• Hella Slovakia Signal-Lighting (Automotive) – Interim Head of Controlling (SK): 10% reduction in receivables; automation of reporting (Capex, cost centers, maintenance costs); standardization and automation of inventory and receivables write-downs
• Tunap Cosmetics (FMCG) – Interim Finance Manager (DE): reduction of DSO from 21 days in four months; balance sheet clean-up (fixed assets, provisions, prepaid expenses); reduction of unprocessed invoices in the workflow by €1.2m during year-end closing; automation of write-downs, controls and reporting
• Hanon Systems Autopal (Automotive) – Interim Finance Controller (CZ): identifying weaknesses; automation of cost center reporting and orders; automation of inventory and receivables write-downs
• 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): introduction of new products for the hospitality sector with sales growth; introduction of cash flow forecasting; reduction of variable and fixed costs (raw materials, facility leasing); successful 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): accounting corrections; company spin-off with SAP split; introduction of cash flow forecasting; factoring
• Kantar Media (WPP Group, Media) – Interim Finance Manager (CZ): automation of US GAAP reporting; reduction of fixed costs (supplier contracts, personnel costs); implementation of standard processes; successful SOX audit; production transfer

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

Projects:

• Unification 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 by standardizing key financial metrics
• Major strategic changes on the supervisory board of a meat processing company
• Development of a dedicated information system for consolidation and group reporting (85 companies)
• Mergers of meat processing companies
• New articles of association for SKW Piesteritz AG

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

Projects:

• Harmonization of price conditions and general terms and conditions for key accounts in the CEE region

Key achievements:

• Increased department efficiency
• Introduction of customer contribution evaluation to boost profitability