Pavel (Dipl.-Ing.) Skála

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

Selected interim projects:

• Twistcafe (fast food restaurants) – Interim CFO (worldwide): resolved issues with accounting and tax documentation for the year-end closing of the German and Austrian subsidiaries; standardized billing of intercompany transfers for raw materials and cash (CZ, SK, DE, AT, PL); automated the settlement of discount campaigns and cashless payments; improved cost center accounting (200+ CCs)
• VIB Vermögen AG (Branicks Group, real estate) – Interim Head of Accounting (DE): prepared HGB annual financial statements for 19 companies without complications; completed IFRS consolidated financial statements without issues; automated consolidation processes (debt elimination, expense and revenue consolidation); automated reporting
• NTT (telecommunications) – Interim Senior Controller (DE): simplified, standardized and automated monthly closing activities (provisions for customer and supplier rebates, order backlogs, accrued revenues, monthly GP adjustments), including SOX compliance evidence; performed balance sheet reconciliation; improved loyalty reporting
• Lilium (aerospace) – Interim Senior Accountant (DE): tax line corrections; migrated assets 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 in preparation for the US IPO
• Brose (automotive) – Interim Head of Controlling (CZ): achieved successful Forecast III; simplified and automated calculations and reporting (hourly rates, temporary workers, monthly reports, scrap and external rework, direct labor costs); implemented a new platform for the monthly executive meeting
• LUST Hybrid-Technik (Pankl-SHW Industries, manufacturing) – Interim Finance Controller (DE): prepared monthly and annual financial statements (including inventory valuation, cost accounting), actual vs. budget comparisons, variance analysis, ad-hoc reports, forecast preparation, automation
• Gebr. Bode (Schaltbau Group, manufacturing) – Interim Head of Accounting (DE): prepared annual financial statements without complications; simplified and automated liquidity planning; automated the open items report; standardized intercompany reconciliations; introduced 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 the fixed assets report; introduced and automated cost center reporting/forecasting and provisions for temporary workers; corrected master data
• Beiersdorf (FMCG) – Interim Finance Manager (DE/SK): transferred local finance functions in Slovakia to the SSC in Hamburg
• Trèves (automotive) – Interim Plant Controller/Head of Finance & Controlling (CZ): identified weaknesses; implemented controlling processes for procurement (PR/PO/GR), payroll, energy costs, intercompany settlement, cost center reporting
• Hella Slovakia Signal-Lighting (automotive) – Interim Head of Controlling (SK): achieved a 10% reduction in accounts receivable open items; automated reporting (capex, cost center, maintenance costs); standardized and automated inventory and receivables write-downs
• Tunap Cosmetics (FMCG) – Interim Finance Manager (DE): reduced DSO by 21 days in four months; cleaned up the balance sheet (fixed assets, provisions, prepaid expenses); reduced unprocessed invoices in the workflow by EUR 1.2 million during year-end closing; automated write-downs, controls and reporting
• Hanon Systems Autopal (automotive) – Interim Finance Controller (CZ): identified weaknesses; automated cost center reporting and purchase order processes; automated inventory and receivables write-downs
• Drägerwerk (manufacturing) – Interim Finance Controller (CZ): managed FI/CO, process audits, investment incentives, accounting accuracy, SAP configurations (FI/CO, MM)
• Maxim Chicken (FMCG) – Interim Head of Finance and Controlling (CZ): launched new products for the hospitality sector with sales growth; introduced cash flow forecasting; reduced variable and fixed costs (raw materials, property leasing); passed the veterinary inspection successfully
• Trelleborg Automotive Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ) and Carbody Czech Republic (automotive) – Interim Plant Controller/Head of Finance (CZ): corrected accounting; managed company split with SAP separation; introduced cash flow forecasting; implemented factoring
• Kantar Media (WPP Group, media) – Interim Finance Manager (CZ): automated US GAAP reporting; reduced fixed costs (supplier contracts, personnel costs); implemented standard processes; successful SOX audit; relocated production

• Controlling and reporting for the entire group (100+ companies, sales approx. €4,000 million)
• increased efficiency and implemented management by numbers
• co-management of subsidiaries as board or supervisory board member (9 companies, sales approx. €970 million, net result approx. €40 million)

Projects:

• standardized group standards for accounting, consolidation and reporting
• mergers and acquisitions, due diligence
• introduced group-wide cost calculation standards for meat processing
• crisis management, SAP and SAP BW implementation

Key achievements:

• improved group efficiency by standardizing key financial indicators
• led key strategic changes on the supervisory board of a meat processing company
• developed a custom information system for consolidation and group reporting (85 companies)
• mergers of meat processing companies
• new articles of association for the public company SKW Piesteritz

• Sales and contribution margin analysis, sales forecasting, customer profitability analysis, reporting (weekly, monthly, quarterly, annual reports)
• Responsible for budget and bonuses for the sales department and customer rebates

Projects:

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

Key achievements:

• increased department efficiency
• introduced customer contribution evaluation to boost profitability