Wolfgang Horlacher-Interim Commercial Manager
Check rate
Experience
Head of Finance and Controlling (Interim)
Kunert Fashion Group
Financial accounting: daily general ledger entries and month-end closing
Preparation of FY 2024 financial group statements (subunits KF, KNL, KAU, KCH)
Preparation of physical inventory for KF with inventory instructions for Logistic
Further development of ERP Finance processes integration with MS Dynamics BC 14
Implementation of electronic invoice verification and Multi Cash banking software
Expansion of sales and e-commerce controlling toolbox and processes
Preparation of budgets 2026, 2027, 2028, including investment plan, cost accounting
Preparation and commentary on monthly reports for sub-units and Group
Preparation of weekly financial plans, cash flow and liquidity plans
Further development of sales controlling, focusing on margins & product profitability
Creation and integration of accounting workflows for MS Dynamics
Leadership focus: Stabilization of the finance team and clear scope of work responsibility
Communication with banks, auditors, tax advisors, and tax authorities
Complete and accurate monthly reporting for each business unit and the KF Group
Preparation 2024 financial statements for KF Germany, KNL, KAU, and KNL with audit opinion
Detailed setup and preparation of the KF 2026 budget for the management and shareholders
Weekly cash flow planning coordinated with the management and shareholders
Turnaround in net sales and EBIT from September 2025 onwards – stable growth
Leadership & change through consistent, data-driven KPIs
Head of Finance (Accounting, Controlling, Treasury, Tax, SOX, ICS) Interim
Ghd hair Germany
Professional handling of day-to-day business, Control & Accounting, Cash M
Strengthen of sales, ecom, and product controlling toolbox and processes
Preparation of plan (FP&A) and profit forecast per Q, A&CP tracker
Preparation of monthly and annual financial statements for FY 2024 with reporting
Participation in preparation for going public, performance readiness
Define budget 2025-2028
Controller & Accounting daily business, product costing, cash plan, KPI tracking
FP&A preparation of the 2026-2028 budget, including CAPEX
Preparation of monthly financial statements in German Commercial Code (HGB) and IFRS (UK GAAP, US GAAP)
Preparation of the FY 2024 annual financial statements with Deloitte and the German Public Accounting Firm
Development of integrated sales and product margin accounting standards
Collaboration with the Accounting workflow manual with work instructions and checklists
FMCG Gross to Net – Analysis of margins and prices per product group
Collaboration with the setup of shared service accounting (AP), AR standards and integration
Leadership for change, CIP efficiency
Senior Manager Controlling Interim
R&G Group, Reschwitzer Sucction Dredger Production (RSP)
Streamline effective FI and CO process standards, increase margins
Reliable execution (hands on) of daily business CO & Accounting, Cash M
Establishment of factory and sales controlling toolbox and processes, Performance & Process Standards; Budget 2024-2026
Controller & Accounting daily business, Product costing, Cashplan, KPI tracking
Definition, realisation budget 2024-2026, including investment plan
Preparation of monthly and quarterly financial statements in HGB and IFRS
Preparation of annual and group financial statements FY 2023 with pwc
Further development in tax planning & tax refund, corporate tax, VAT, donations
Conception and kick off ESG Group Reporting (data collection, measurement)
Building integrated digital controlling process standards (KPI control, KLR, KOST, KoTr reporting)
Refinement of KLR and Accounting workflows, CO work instructions
Profitability analysis, analysis of manufacturing costs, Contribution margin
Fine-tuning KoTr invoice, cost transparency pre- and post-calculation
Factory controlling (production, assembly) GEMBA, CI and OPEX
Driver of cultural change for “international trading”, consistent KPI control
Product costing - Transparency of manufacturing costs, margins for suction dredger and aftermarket service business
Motivator for efficiency and cultural change “Winning international spirit”
Senior Manager Controlling and Merger Integration Interim
Merger ETS Group (ENDEGS und SIS)
- Overall responsible SM for post merger integration of all functions
- Accounting, purchasing, insurance, taxes and major fokus on controlling structure
- Harmonization of Acc/charts of accounts and harmonization of ERP, Mat L standards
- Development of control instruments for factory and service controlling
- Measures to increase VCU utilization and maintenance
- Controlling production assembly – lean tools, reduction of production costs
- Working capital improvement – inventory controlling, cash in the AR overdue
- Set up of Group product costing methods, cost carrier accounting
- Budgeting: Partial plans for all core functions 2024/2025
- Collect & evaluate of investment plan with calculation of systems, machines
- Harmonization monthly reports for CEO, CFO, shareholders, financial partners, banks
- Movitator, initiator of the management team for change, cultural change
- Trust and recognition, appreciation in the CO-team and CEO
Senior Manager Controlling Operations Interim
EATON
- Managing the CEAG EMEA business unit (sales, plants in Germany, Rome, UK, SPA, ME)
- US GAAP, HGB monthly and annual financial statements
- Tax day-to-day business, tax guidelines, corporate group, VP and int tax planning
- Liquidity planning, working capital, receivables management, treasury
- Earnings pearls, improving margins, calculation projects, DL engineering
- SOX compliance, risk management, support of auditors
- FP&A FY 2023-2024 Sales and production planning
- Factory controlling – refinement of KPIs, utilization, margin (set up GEMBA WALK)
- Analysis of manufacturing costs, refinement of preliminary and final calculations
- Collaboration Workflows Closing Cockpit Schedule, Digital ERP Tools, Power BI
- Accounting Shared Services (EMEA locations) relocation to India
- Streamlining integrated digital process standards Finance – staff reduction
Senior Manager Controlling Interim
Exyte
- Senior Controller of a business unit – international daily business EU, USA, Asia
- FP&A: Budget planning BU FC3 2022 and BUD 2023-2024
- Optimization & documentation of Controlling processes (workflows, KLR toolbox)
- Participation in account assignment instructions - Shared Services Accounting EU
- Project controlling: Gap analysis, actions taken, to optimize performance & report
- Taskforce Team S/4 HANA Implementation FI, CO
Finance Director Finance, Controlling, Treasury Interim
Bayerische Milchindustrie
Focus on daily business, Performance & Operations process standards
Due Diligence and sale of the Business Unit “Fresh products”
Preparation of Annual Financial Statement (e.g. stock taking, risk profile, management report on business situation)
Head of FC day-to-day business, redesign of factory/product controlling
Day-to-day accounting, cash management, cash plan monitoring due to rising energy costs & higher consumables
Budget 2022 update - 2023, 2024 - market dynamics of all foreign subsidiaries
Operational excellence – readjust performance measures, e-invoicing workflow, processing cycle time and launch new approval process
Preparation of monthly and quarterly financial statements in HGB and IFRS
Collaboration on creating shareholder value scenarios
Preparatory work for implementation readiness of new ERP digitization, integrated cost carrier/element processes – transparent product calculation, margins by product category
Drill down transparency “Earning pearls”, cost and revenue levers - waste refinement
Controlling inventories, supply chain, freight costs
Motivate and lead an international Finance & Controlling team of 25 employees
CFO Interim
ZF Luftfahrttechnik
Reliable execution (hands on) of day-to-day business (accounting, cash management & operations KPI control with action measures)
Focus - Head of Carve Out and Post Merger Integration (Airbus), preparation for transition to Airbus Group Finance, Controlling, Tax process
CFO daily business, accounting, payment transactions, KPI tracking
Preparation of budget FC 2021, 2022-2024 including investment plan
Preparation of monthly and quarterly financial statements in HGB and IFRS
Preparation of annual financial statement FY 2020 with EY
Carve Out Workstream Finance responsible (Accounting, Controlling, Treasury, Tax)
Close collaboration with Airbus PMI Finance Team BU Helicopter
Refinement of workflows, instructions, finance & IT process house
IT migration from Baan to SAP FI, CO with training and documentation
Factory controlling (manufacturing, assembly) GEMBA, CIP and OPEX
Driving culture change for “international trade”, consistent KPI control
Set up forward-looking overall controlling concept and cost center reports
Digitization offensive on integrated P2P processes
Transparency of manufacturing costs, margins and maintenance & repair services
Transparency in calculation of machines, assets and service business
Motivator for change in the FC, HR and IT team “International winning spirit”
Head of Controlling Interim
Planethome Group
Restructuring - redesign workflows and integrated digital FC processes & IT
Effective leadership of complex and diverse daily business during COVID lockdown
Design and implementation of modern digital, integrated reporting (ERP MS)
FC manual “scope of work”: workflows for accounting, controlling, cash, purchasing
FP&A, controlling, cash, HR, IT: readiness for integrated processes, change anchor
Digitalize e-finance: e-invoicing, cc commissions, dashboard & key metrics
Sequential replacement of proprietary pre-systems DATEV, MUT and ConProv
Budget 2021-23 factbook, profitability analysis by product and MER profit center
Prepare monthly, quarterly & group annual financial statements for Board & PE
Cash in: DSO, DPO - liquidity plan for 30 weeks, weekly cash flow updates
Restructuring and downsizing in central (HQ) and sales functions
Implement controlling as a business partner for Marketing & Sales
Identify and implement 15% cost reduction at group level
Collaborate on creating driver trees for DB accounting and profit center accounting
Monthly profit analysis with tracking of countermeasures to meet budget targets
Lucanet smart notes for Planethome Group consolidation: balance sheet, P&L, report
Mediator between Board & FC team: team spirit and get-things-done approach
Leadership motivation: loyalty of employees in a challenging environment
Senior Manager Controlling & Finance Interim
ILLIG Maschinenbau
Setting future trends - implement CI operational excellence in all plants
Driver of cultural change for “international acting”, consistent KPI control
Performance and cost transparency on the shop floor, inventories (WC), service business
Forward-looking, tight overall controlling concept and slim reporting
Transparency in calculation of machines and service business
Participation in SAP FI, CO implementation at production plant Romania
LEAN leadership: Six Sigma, KAIZEN, TPM, SQDCI, 5S, KANBAN, GEMBA
Benchmark operating costs for plants in IND, RO, planning 2019-2025
Define all turnaround measures with roadmap
Start consistent implementation in all international plants and TGs
2020 downsizing in India, closure of production and operations
Monthly profit analysis with countermeasures in the management report
Crisis mode: refined cash planning and cash pool with subsidiaries
Production, cost, account & revenue and logistics controlling
Proactive plant control based on key figures (monthly KPIs)
Inventory assessment and reduction, Just-in-Sequence thinking
Group consolidation balance sheet and P&L preparation for all regions
Enabler and leader for performance - drive to achieve turnaround P/E targets
Financial excellence review (benchmark with modern best practices, SAP)
Extensive check of financial data and drivers (balance sheet, income statement, individual/consolidated financial statements) closely linked to turnaround
Review service portfolio “Profitable Pearls” and define turnaround roadmap
Redesign and implement effective (partly digital) controlling & control system for factories, sales units, investments
Track measures, sensitivity analysis - simulate FC budget and “real case”
Redesign monitoring of “KPI dashboard monthly report”
Moderate weekly management meetings (Board, Level 1)
Digital refinement of accounting & controlling processes
Develop effective profitability analysis (PC structure) by product group/region
Worldwide design and set-up of uniform group transfer prices with audit documentation
Responsible for cash flow planning and approvals for all purchase and bill payments
Responsible for establishment of foreign subsidiaries (RO, UAE, Asia), coordination of corporate law matters
Group CFO interim
Quantum Capital Partners (Private Equity)
- Set creative stimuli framework for a "sustainable financial organization"
- Sustainable turnaround of profitable change with "attention to detail"
- Challenge for controlling professionals - best practice use of resources & cash
- Implementation of process standards for Accounting, Controlling, Operations, Purchase
- Harmonization of new blueprint SAP ERP ECC with manual description of workflows
- Culture change from bankruptcy to startup spirit, leadership, motivation, success
- Secured liquidity by raising capital, reducing working capital, leasing assets
- Set up monthly reporting with targets, monitored KPIs & action track record
- Adjusted EU growth strategy, standardized product portfolio
- Implemented cost reduction program along the value chain in all areas
- Set up effective controlling methods and implemented budget planning 2018/19
- Reliable monthly reporting of facts & figures to all stakeholders
- Drove and monitored realization of top 10 sustainable improvement measures in operations, SCM
- Driving force for culture change, mindset, leadership, "successful thinking"
Head of Controlling interim
STABILO INTERNATIONAL
- Effective control of resources - compass for a determined future course
- 7% growth in EU, Asia driven by focused marketing campaigns with retail leaders
- "Commercial Conscience", reach goals with reliable leadership in FC daily business
- Strengthen cost awareness with integrated group process standards
- Worldwide budget planning 2018/19 including investment, staff, IT & stock evaluation
- Gross margin - analyze product pearls & losers, push pearls while expanding retailer campaigns, performance tracking with store checks, effectiveness KPI report with PMs
- Increase in efficiency for material & plant productivity - CI & Six Sigma
- Rebuilt digital supply chain, managed & optimized intercompany benefits
- SAP ERP 6.0, BI and BOFC - recognized & implemented SAP workflow improvements
- Led strategic projects: Best Practice S/4 HANA, SCM, digital footprint
- Reliable monthly financial statements reporting and group consolidation
- Profitability analysis by product and customer groups (SAP COPA)
- Transfer pricing manual, cash pooling, stock monitoring
- Adjusted risk management, internal control & compliance processes
- Continuous development of controlling tools & KPIs with CEO, CSO and COO
- Redesigned billing for IT group services
- Implemented effective R&D project controlling, budget control for new developments
- Change agent for effective digital processes and "Hidden Champion" SHV culture
- Strengthen controlling scope of tasks, develop "new department spirit"
Group Plant Controller & Senior CI Manager
Jeldwen Central Europe
- After M&A, new plant EU strategy roadmap, powerful competencies bundling
- Adjusted plant control processes and optimized shopfloor & SCM value streams
- Coached and set performance pace for LEAN leadership KAIZEN culture change in EU plants
- Improved performance and cost effectiveness of shopfloor value chain and material flow
- Fast close & group IFRS & US GAAP reporting with financial walk analysis
- Adjusted cost carrier accounting for more transparent profitability analysis
- Reduced plant expenses by 15%, approved budget 2017-19
- Implemented SQDCIP boards, KPI standards and best practice vital 5 methods
- Strengthened total productivity +4%, material productivity +2%, product harmonization
- Monthly results analysis and preparation of management reports
- Preparation and approval of investment applications
- Follow-up on margin reviews and preparation of action plans
- Active control of plants based on key figures (monthly KPI reports)
- Inventory valuation and working capital management
- Participated in development of financial systems according to IFRS requirements, ensuring internal controls and SOX compliance
- Preparation of forecasts and budget planning for 2016/17, 2017/18
CFO interim
Norma Germany
Achieved very high margin (19%) in a highly competitive OEM purchasing environment, set up Six Sigma quality program in plants
Performance- and goal-oriented motivational leadership, strategic vision, organizational skills, CIP impulse for change and leadership, drove effective central financial organization, processes and IT standards in EMEA
P/L budget responsibility for sales, finance, purchasing, HQ management budgets, HGB, IFRS, monthly and quarterly reports, asset accounting, AP, AR, taxes, P&L, FC
Driver of measures to achieve transfer pricing intercompany reconciliation in CEE and USA
Implemented variance analysis toolbox for expense analysis and global excellence
Ensured internal control cycle and risk mitigation
Responsible for total budgeting 2016/17 (investment, staff productivity), approach and planning process performance on time & budget
Plants: set up CIP, Six Sigma initiative for yield increase, QM KPI for plant resource control, material flow, inventories, worker cost management - transparency in product costing to improve MES, overhead cost reduction, strengthened production quality KPIs, cut down time-consuming processes and inefficient reporting
Manager with major focus on integration
KAP AG
- Turnaround successful, stable growth and EBIT 2015 >15%
- Strategic market & portfolio adjustment with streamlined plant alliance
- Comprehensive integration (methods, processes/IT, employees) of all functions (R&D, Sales, HR, Finance, Purchasing, SCM, Shopfloor, IT) in 100 days
Executive Board
G Data AG
- Managing Director China, Japan, USA, Italy, France
- Sales increase +12% (2013), despite general decline in the industry
- Reducing overhead costs / SGA -20%, return on sales 14%
- Turnaround - Restructure & monitor operational excellence
- Driver of cultural change with passion; international growth and performance
- Pioneer of consistent market & efficiency driven processes and group set up
- Realignment portfolio & after market services strategy
- Push innovation and int. growth strategy (BRIC, USA, e-commerce)
- Strengthen product management - Local sales strategy through brand image, advertising and press campaigns
- Enhanced quality of planning, reporting, early warning reporting standards
- New set up of the worldwide group budgeting and FP & A monitor standards
- Implement budget gap, segment reporting with BI, KPI performance tools
- Develop 6 approved 3-year strategic plan, roadmap per country, risk mitigation
- Operational efficiency - Identify cost, value drivers, enhanced working capital
- Carry out Internal Control Standards, Cost Accounting & Intercompany Pricing
- Payroll Accounting - wage and salary administration, pension plan
- Fast Close, implement US GAAP and IFRS manual, chart of accounts form
- AP, AR, CF-management, cash pooling, corporate finance, credit lines
- Prepare financial statements, annual general meeting, IR Analysts Talk
- SEPA-Implementation, electronic transmission of the balance sheet
- Strengthen performance factory operations align cross unit processes, SCM
- Implementation of process owner and documentation process map
- Putting Product Management, market research into action
- Supply: Set up central purchasing, new procurement policy, supplier negotiations
- Reduction & monitoring material stock, closure warehouses
- People Development - Coaching Leadership & Communication
- Implement new incentive compensation system, annual goal-setting
- IT SW application standards, IT Outsourcing, determine responsibility matrix
- ELO (Electric Leitz) - Workflow and Document Management
Commercial Manager, Co-CRO
Rettenmeier AG
- Head of Finance, Controlling, HR, IT/Processes, Procurement
- Head of CRO-PMO Office
Head of Group Controlling Interim, Co-CRO
Phoenix Solar AG
- Successful implementation of complex turnaround
- Stable profitable expansion path, solvency backed by loan lines
- Responsible for achieving significant improvements
- Adjust range of loss-making products and massive reduction of stocks
- Fix or close CEE plants and subsidiaries overseas
- Immediate introduction of international “Best practice construction standards”
- Taking leadership of important tasks/ negotiations, key accounts
- Motivation / retention of employees
- Restructure EMEA, USA subsidiaries and plant capacity
- Approval of Master Turnaround roadmap by consortium of banks
- Cost Cutting expenses 50%, 40% staff reduction, shut down plants
- Focus on Change- Governance, risk mitigation, compliance principles
- Treasury- New loan finance available!
- Cash flow consideration- Cash flow report linked to invest release
- Shut down entities, plants in EU, USA, relocate production network
- GO LIVE- Integrated lean process IT standards sales, purchasing, finance
- Supplier price negotiations; target 20% savings
- IFRS, HGB, US GAAP accounting, including group consolidation
- IFRS valuation adjustments for inventories, PoC- under construction
- Improved profitability analysis & operations by value & cost driver
- Benchmarking – Best practices SCM & Shop Floor
- Lean Manufacturing material flow and lean inventories
- Massive reduction warehouse sites
- Optimization logistics & transport routes to construction sites
- Core production value process control: Construction & design of each plant, MES- plant/assembly capacity control; CIP EFQM and Total Quality Management
Head of Finance & Processes
Siemens AG
- Significant profit growth in economic slow down, implement shared services
- Lead and control a global business unit with plants and foreign subsidiaries
- Implement growth strategy with strategy maps and score cards
- Set up governance, risk mitigation, compliance guidelines, SARBANES OXLEY Act
- Configure finance, treasury standards and group consolidation, IFRS, US GAAP guidelines, SOX conformity and cash pooling with a small team
- Design and implement a new process house „key corporate functions“
- Global Shared Services SPIRIDON harmonization of processes and SAP standards for accounting, controlling, reporting, treasury, human resources, procurement, BI
- Monthly, annual financial statement, group consolidation IFRS, US GAAP, HGB
- Managed entities BRIC, CEE, USA, EU (plants, sales & dealer network)
- FP & A- Group budgeting, tailored reports & monitor targets, intercompany pricing
- Profitability analysis products, projects, services and asset investment
- Significant improve of working capital, net current assets, reduced AR
- Lean manufacturing, plant effectiveness, lean warehouses; flexible supply chain
- Identify & execute cost cutting potentials and turn into cash
- Click2Procure e-procurement supplier plattform for C-parts, indirect material
- M&A: Supervisor due diligence and post merger integration
- Driver of value added TOP+ program (innovation, customer focus, best practice)
- Performance architect- I trigger efficiency, process standards and change
- People development – I recognize and encourage employee skills
Senior Executive, Global Head of Industry
Detecon & Diebold GmbH
- Market, process and target driven new companymatrix structure
- Enhanced sales volume +50%, cash flow +30%
- Set up efficient core process map and global procurement principles
- On behalf of the CEO: Define product portfolio, marketing-mix and prices
- Implement corporate governance, strengthen performance and budgets
- People Development – career driven skill enhancement (senior manager)
- Global sales push key accounts USA, BRIC, CEE, EU, car connectivity
- Strengthen top clients customer loyalty
- Restucturing global supplier, sourcing and e-procurement
- Value engineering, benchmarking, cash savings > 20% (first yr.)
- Integrated purchasing standards, coaching readiness to negotiate
Senior Manager
Accenture GmbH
- Strategy consulting for CEO Mercedes Benz Car Group, expand car portfolio
- Sustainable growth in sales and profit, increased brand value
- Finance consulting for CFO DaimlerChrysler
- National Accounting and Controlling Standards (plants, shopfloor)
- Define Siemens, Linde Group Accounting guidelines (IFRS, US GAAP, SOA)
- Group Accounting Shared Services, Cost Cutting 15%
- Customer loyalty crossover brands (e.g. VW, Audi, Skoda) for CSO VW Group
- Customer lifecycle margin +17% through cross selling with target clients
- Merchandising: Board MB Accessoires: Push customerdriven, profitable product portfolio
- Marketing mix close to local customer requirements, new EU shop design
Senior Manager
KPMG GmbH
- M&A- New accounting & controlling standards and IT harmonization BMW ROVER
- Reengineered ROVER plants, cost cutting 30%
- Teamleader in a dynamic, sometimes dropped to critical client environment
- M&A- Due diligence, post merger integration in 24 legal entities, Siemens
- Processes run smoothly, CEO compliment “ready in time and budget”
- Build-up and head of CRM competence center Europe
- € 8 mio (sales volume 1999), EU wide team recruting; Siebel, SAP alliances
Management Consultant
Wieselhuber & Partner Management Consulting GmbH
- Corporate strategy Boehringer- business plan and execution
- Going East, develop emerging markets CEE, USA/CAN/MEX
- Readiness of local sales staff, plants, supply chain and finance team
- Focus on strong client care, strengthen product placement and client loyalty
- Implementation of global group controlling & accounting standards
- Zero base budgeting, value- and cost driver analysis, reporting
- IPO support - Develop the company to issue public stock
- Coaching engineers on marketing, product placement and sales skills
Controller
Osram GmbH
- Control of production and distribution companies in JPN, CHI and USA
- Quick SYLVANIA (USA) Merger Integration with Osram Finance Framework
- Local turnaround work with Japan Toyota Production System
- Set up & GO LIVE NACOS in Joint Venture Foshan (China)
- IFRS, US GAAP, HGB accounting and group consolidation
- Budgeting, cash pooling, cash management, tax planning
- Profitability analysis, product costing and cut off overhead costs, SAP-HYPERION
Controller
Mercedes Benz AG
- Enhanced effectiveness of subsidiaries and plant operations (Freightliner, MB USA, MB MEX MB ARG, MB BRAS, MBSA)
- Reporting to the Board (truck division), monthly
- Product-, area-, profit controlling of the product lines and plants
- Support operations planning, budgeting, product costing
- Capacity infrastructure planning, truck and bus calculation (BOM)
- Monitor P/L and KPI driver for plant efficiency
- Lean Manufacturing – Business Process Reengineering plants in USA, MEX, RSA
- International junior management group: Main subject strategy and controlling
Industry Experience
See where this freelancer has spent most of their professional time.
Experienced in Manufacturing, Professional Services, Automotive, Information Technology, Pharmaceutical, and Banking and Finance.
Business Area Experience
See which departments and functions this freelancer has contributed to most.
Experienced in Accounting, Finance, Operations, Strategy, Supply Chain Management, and Procurement.
Summary
In finance and controlling – creating transparency in the figures (tidying up), accounting (IFRS, HGB, valuation, annual closing), tax, cash liquidity management, operational excellence, lean processes/organization/IT, performance management, procurement, and people management.
Confident steering of the complex, diverse daily operations with the CEO, using integrated and effective controlling methods to ensure results.
Reliable decision-making in the value chain of the automotive, manufacturing, and FMCG sectors.
Performance and operational excellence: boosting productivity with digital business processes, efficiently and cost-consciously.
Performance: setting and implementing best practices in operations (KPIs, SQDCIP board). Agile finance transformation: predictive forecasting & budgeting – customer-focused, creative, decisive. Clear, impactful reporting for stakeholders and operations – timely and expressive.
Strategic controlling, sales – internationality and growth: global country & account management in BRICS, USA, EU, GB, and CEE. Managing subsidiaries – responsibility abroad, leading equity investments.
Experienced in IFRS, HGB – international accounting and controlling standards (NACOS). Worked on group consolidation statements (MAP JAP KAP) in Lucanet. Built strong controlling, transfer pricing, and FC group shared services. Set up and developed the tax function (corporate tax, VAT, payroll tax, international tax planning, transfer pricing, refunds).
M&A, sales, carve-outs – due diligence & post-merger integration (up to 25 countries). Many years of private equity mindset and execution, shareholder value, and reporting.
All-rounder for critical issues – crisis manager, CRO. Leading restructuring and turnaround with sustainable crisis management.
Wolfgang Horlacher stands out with excellent expertise paired with a warm, open yet decisive presence. He is very confident, competent, and a strong communicator. A business-minded personality with healthy ambition and high dedication. He is a good motivator with endurance and perseverance. He has strategic skills and is also a hands-on doer. He seeks business success primarily through his strong international orientation.
Languages
Education
University of Stuttgart
Diploma in Business Administration · Technology-oriented Business Administration · Stuttgart, Germany
Certifications & licenses
Certified Chief Accountant International
Chamber of Commerce
International Certified Chief Accountant Degree (IHK)
SAP Poweruser Certificate FI-Accountant, CO
Smart Finance Controller Academy (Level I-IV)
Statistics
Experience
Global Experience
Expertise
Qualifications
Profile
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