Wolfgang Horlacher
Interim Head of Finance and Controlling
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
Bavarian Dairy Industry
Focus on daily business, Performance & Operations process Standards
Due Dilligence and selling of the Business Unit “Fresh products”
Preparation Annual Financial Statement (e.g. stock taking, Risk profile, Board of management's report on the business situation)
Head of FC day-to-day business, redesign of factory/product controlling
Day-to-day accounting, cash mgt, Cash Plan monitor due to high rise of energy costs & increase in consumables
Budget 2022 update- 2023, 2024- market dynamics of all foreign subsidiaries
Operational excellence – Readjust performance measures E-invoicing workflow Read justment processing cycle time and release new approval signing process
Preparation of monthly and quarterly financial statements in HGB and IFRS
Cooperation in the creation of shareholder value scenarios
Preparatory work of implementation readyness of new ERP digitization, integrated cost carrier/element processes – Transparent product calculation, margins on each product category level
Drill Down Transparency “Earning pearls”, cost, revenue levers - waste refinement
Controlling inventories, supply chain, freight costs
Motivate and lead an international Finance & Controlling team of 25 employees
CFO Interim
ZF Aviation Technology
Reliable execution (hands on) day-to-day business (accounting, Cash M & Operations KPIs control with action measures
Focus - Head of Carve Out and Post Merger Integration (Airbus), Preparation for changeover 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, Con, TR, Tax)
Close collaboration Airbus PMI Finance Team BU Helicopter
Refinement of workflows, instructions, process House Finance & IT
IT migration from BaaN to SAP FI, CO with training, 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 integrated processes P2P
Transparency of manufacturing costs, margins and Maintenance & repair services
Transparency in the 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 Corona Lockdown
Design and implementation of modern reporting (ERP MS) digital, integrated
FC-Manual “Scope of work” workflows Accounting, Controlling, Cash, Purchase
FP&A, CON, Cash, HR, IT: Readiness integrated processes, change anchorman
Digitalize efinance: eInvoicing, cc commissions, dashboard & key metrics
Sequential replacement of proprietary pre-systems DATEV, MUT and ConProv
Budget 2021-23 Factbook, Profitability Analysis Products & MER Profit Center
Draw up monthly, Q- & group annual financial statements for Board & PE
Cash in: DSO, DPO - liquidity plan 30 weeks, cash flow update / week
Restructuring of downsizing in central (HQ) and sales functions
Implementation of controlling as a business partner Marketing & Sales
Identification and implementation of 15% cost reduction at PH group level
Collaboration in creating driver trees for DB accounting, profit center accounting
Monthly profit analysis with countermeasures tracking to achieve budget targets
Lucanet smart Notes 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 an extremely difficult environment
Senior Manager Controlling & Finance Interim
ILLIG Mechanical Engineering
Setting future trends - implementation of CI-operational excellence in all plants
Driver of cultural change for “international acting”, consistent KPI control
Performance + cost transparency Shop floor, inventories (WC), service business
Forward-looking, tight overall controlling concept and slim reporting
Transparency in the calculation of machines and service business
Participation in implementation of SAP FI, CO production plant Romania
LEAN Leadership Six Sigma, KAIZEN, TPM, SQDCI, 5S, KANBAN, GEMBA
Benchmark operating costs plants IND, RO, planning 2019-2025
Definition of all turnaround measures with roadmap
Start of consistent implementation in all international plants and TGs
2020 Downsizing India, closure of production, operations
Monthly profit analysis with countermeasures in the management report
Crisis mode: Refined cash planning and cash pool with the subsidiaries
Production, cost, account & revenue and logistics controlling
Proactive control of the plants based on key figures (monthly KPIs)
Inventory assessment and reduction of inventories, stocks, JiS thinking
Group consolidation balance sheet and P&L preparation for all regions
Enabler, leadership for performance - stimuli to achieve turnaround P/E targets
Financial Excellence Review (benchmark with modern best practice, SAP)
Extensive check of financial data and driver (balance sheet / income statement, individual / consolidated financial statements) closely interlinked with turn-around
Review service portfolio "Profitable Pearls" and definition of turnaround roadmap
Redesign and implementation of effective (partly digital) controlling / control system for factories, sales units, investments
Tracking measures, sensitivity analysis - simulation FC budget, FC “Realcase”
Redesign of the monitoring "KPI dashboard monthly report"
Acting moderation of the regular meetings of the management crew (Board, Level 1) every week
Digital refinement of the accounting & controlling processes
Development of effective profitability analysis (PC structure) per product group / region
Worldwide design, set-up of uniform group transfer prices and their documentation for auditing
Responsible for cash flow & planning, approval for all purchase and bill payment
Responsible for the establishment of foreign subsidiaries (ROM, UAE, Asia), coordination of corporate law matters
Interim Group CFO
Quantum Capital Partners (Private Equity)
- Set up a creative stimulus framework for a “sustainable financial organization”
- Led a sustainable turnaround of profitable operations with careful attention to detail
- Challenged controlling professionals to adopt best practices in resource and cash management
- Implemented process standards for accounting, controlling, operations, and procurement
- Harmonized the new SAP ERP ECC blueprint, including manual workflow descriptions
- Drove a culture shift from a “bankruptcy” mindset to a startup spirit focused on leadership, motivation, and success
- Secured liquidity by raising capital, reducing working capital, and leasing assets
- Established monthly reporting with targets, KPI monitoring, and action tracking
- Adjusted the EU growth strategy and standardized the product portfolio
- Launched a cost reduction program across the value chain in all areas
- Developed effective controlling methods and led budget planning for 2018/19
- Delivered reliable monthly facts and figures to all stakeholders
- Drove and monitored the realization of the top 10 sustainable improvement measures in operations and SCM
- Served as a key driver for culture change, mindset, leadership, and “success thinking”
Interim Head of Controlling
STABILO INTERNATIONAL
- Controlled resources effectively as a guide for a clear future direction
- Drove 7% growth in the EU and Asia through focused marketing campaigns with retail leaders
- Acted as a “commercial conscience,” achieving goals with reliable leadership in daily finance and controlling operations
- Strengthened cost awareness by integrating group process standards
- Managed global budget planning for 2018/19, including investments, staffing, IT, and inventory valuation
- Conducted gross margin analysis of product winners and losers, promoted winners, expanded retail campaigns, tracked performance with store checks, and produced effectiveness KPI reports with product managers
- Increased material and plant productivity through continuous improvement and Six Sigma
- Rebuilt the digital supply chain and optimized intercompany benefits
- Worked with SAP ERP 6.0, BI, and BOFC to identify and implement workflow improvements
- Led strategic best practice projects for S/4 HANA, SCM, and the digital footprint
- Delivered reliable monthly financial statements and group consolidation
- Performed profitability analysis by product and customer group (SAP COPA)
- Managed transfer pricing procedures, cash pooling, and inventory monitoring
- Updated risk management, internal control, and compliance processes
- Continuously developed controlling tools and KPIs with the CEO, CSO, and COO
- Redesigned billing for IT group services
- Implemented effective R&D project controlling and budget control for new developments
- Acted as a change agent for digital processes and the “Hidden Champion” SHV culture
- Expanded the scope of controlling tasks and fostered a “new department spirit”
Group Plant Controller & Senior CI Manager
Jeldwen Central Europe
- Developed a new EU plant strategy roadmap after M&A and built powerful competency bundles
- Adjusted plant control processes and optimized shopfloor and SCM value streams
- Coached and led LEAN leadership and KAIZEN culture change in EU plants
- Improved performance and cost effectiveness of shopfloor value chains and material flow
- Achieved fast close and group IFRS and US GAAP reporting with financial walkthrough analysis
- Revised cost center accounting and made profitability analysis more transparent
- Cut plant expenses by 15% and secured the 2017-19 budget
- Implemented SQDCIP boards, KPI standards, and Vital 5 best practice methods
- Increased total productivity by 4%, material productivity by 2%, and achieved product harmonization
- Conducted monthly result analysis and prepared management reports
- Prepared and secured approval for investment proposals
- Followed up with margin reviews and drafted action plans
- Actively controlled plants using key figures (monthly KPI reports)
- Managed inventory valuation and working capital
- Participated in developing financial systems to meet IFRS requirements, ensuring internal controls and SOX compliance
- Prepared forecasts and budget planning for 2016/17 and 2017/18
Interim CFO
Norma Germany
- Achieved a very high margin (19%) in a tough environment with highly competitive OEM purchasing and implemented a Six Sigma quality program in plants
- Provided performance-driven motivational leadership with strategic vision, strong organizational skills, and CIP-driven change, building an effective central finance organization with standardized processes and IT in EMEA
- Held P&L and budget responsibility for sales, finance, purchasing, and HQ management, working with HGB and IFRS, monthly and quarterly reports, asset accounting, AP, AR, taxes, P&L, and financial controlling
- Led initiatives for transfer pricing and intercompany reconciliation in CEE and the USA
- Implemented a variance analysis toolbox for expense analysis and global excellence
- Ensured the internal control cycle and risk mitigation
- Managed total budgeting for 2016/17, covering investment and staff productivity, and delivered planning on time and on budget
- At plants: established CIP and Six Sigma initiatives to boost yields, set up QM KPIs, controlled resources, material flow, inventory, and labor costs, improved product costing transparency for MES, reduced overhead costs, strengthened quality KPIs, and cut time-consuming processes and inefficient reporting
Manager with major focus on integration
KAP AG
- Delivered a successful turnaround, stable growth, and EBIT over 15% in 2015
- Executed strategic market and portfolio adjustments with a streamlined plant alliance
- Led a comprehensive integration of all functions (R&D, Sales, HR, Finance, Purchasing, SCM, shopfloor, IT) in 100 days, covering methods, processes, IT, and teams
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 – transparency in financial data (cleanup), accounting (IFRS, HGB, valuation, year-end closing), tax, cash liquidity management, operational excellence, lean processes/organization/IT, performance management, procurement, people management.
Confident management of complex and varied daily business with the CEO, using integrated, effective controlling methods to secure results.
Solid judgment in the value chain of automotive, manufacturing industry, and FMCG.
Performance and operational excellence: increasing productivity with digital business processes, effectively and cost-consciously.
Performance: defining and implementing best practice operations (KPI, SQDCIP Board). Agile finance transformation: predictive forecasting & budgeting – customer-focused, creative, determined. Clear and powerful reporting for stakeholders and operations – timely and impactful.
Strategic controlling, sales – international focus and growth: global country & account management BRICS, USA, EU, GB, CEE. Management of subsidiaries – overseas responsibility, leadership of joint ventures.
Routine in IFRS, HGB – international accounting and controlling standards (NACOS). Participation in preparing group consolidation financial statements (MAP JAP KAP) in Lucanet. Building a powerful controlling department, transfer pricing and FC group shared services. Setting up and developing tax department (corporate tax, VAT, payroll tax, international tax planning, transfer pricing, refunds).
M&A and divestitures, carve-out – due diligence & post merger integration (up to 25 countries). Several years of experience with private equity mindset and execution, shareholder value, reporting.
All-rounder for critical issues – crisis manager, CRO. Shaping restructuring and turnaround with sustainable crisis resolution.
Wolfgang Horlacher stands out with excellent expertise, combined with a warm, open, yet decisive presence. He is very confident, competent, and strong in communication. An entrepreneurial personality with healthy ambition and high commitment. He is a good motivator with endurance and resilience. He not only has strategic skills but is also a hands-on doer. He seeks entrepreneurial success mainly through his strong international focus.
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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