Wolfgang Horlacher - Interim Head of Finance

Q: Where is Wolfgang based?

Wolfgang is based in Munich, Germany .

Q: What languages does Wolfgang speak?

Wolfgang speaks the following languages: German (Native), English (Advanced), Spanish (Elementary) .

Q: How many years of experience does Wolfgang have?

Wolfgang has at least 35 years of experience. During this time, Wolfgang has worked in at least 21 different roles and for 25 different companies . The average length of individual experience is 1 year and 5 months . Note that Wolfgang may not have shared all experience and actually has more experience.

Q: What is Wolfgang's latest experience?

Wolfgang's most recent position is Head of Finance and Controlling (Interim) at Kunert Fashion Group .

Q: What companies has Wolfgang worked for in recent years?

In recent years, Wolfgang has worked for Kunert Fashion Group , Ghd hair Germany , R&G Group, Reschwitzer Sucction Dredger Production (RSP) , Merger ETS Group (ENDEGS and SIS) , and EATON .

Q: Which industries is Wolfgang most experienced in?

Wolfgang is most experienced in industries like Manufacturing , Professional Services , and Automotive . Wolfgang also has some experience in Information Technology , Pharmaceutical , and Banking and Finance .

Q: Which business areas is Wolfgang most experienced in?

Wolfgang is most experienced in business areas like Accounting , Finance , and Operations . Wolfgang also has some experience in Strategy , Supply Chain Management , and Procurement .

Q: Which industries has Wolfgang worked in recently?

Wolfgang has recently worked in industries like Manufacturing , Banking and Finance , and Real Estate .

Q: Which business areas has Wolfgang worked in recently?

Wolfgang has recently worked in business areas like Accounting , Finance , and Operations .

Recommended expert

Munich, Germany

Experience

Aug 2025 - Nov 2025

4 months

Kempten, Germany

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

Oct 2024 - Apr 2025

7 months

Stuttgart, Germany

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

Mar 2024 - Jul 2024

5 months

Saalfeld, Germany

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"

Aug 2023 - Jan 2024

6 months

Hamburg, Germany

Senior Manager Controlling and Merger Integration Interim

Merger ETS Group (ENDEGS and 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

Nov 2022 - May 2023

7 months

Eberbach, Germany

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

Jun 2022 - Nov 2022

6 months

Stuttgart, Germany

Interim Senior Manager, Controlling

Exyte

Senior Controller of a business unit – international day-to-day business in EU, USA, Asia
FP&A: budget planning for BU FC3 for 2022 and budgets for 2023-2024
Optimization & documentation of controlling processes (workflows, KLR toolbox)
Contribution to account assignment instructions - Shared Services Accounting EU
Project controlling: gap analysis, actions taken to optimize performance & reporting
Taskforce member for S/4 HANA implementation in FI and CO

Dec 2021 - May 2022

6 months

Landshut, Germany

Interim Finance Director – Finance, Controlling, Treasury

Bayerische Milchindustrie

Focus on day-to-day 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 board report on business situation)
Head of finance & controlling day-to-day business, redesign of factory/product controlling
Day-to-day accounting, cash management; monitoring cash plan due to rising energy costs & increased consumables
Budget update 2022–2023, 2024 – market dynamics of all foreign subsidiaries
Operational excellence – readjust performance measures, e-invoicing workflow; adjust processing cycle time and implement new approval signing process
Preparation of monthly and quarterly financial statements in HGB and IFRS
Collaboration in creating shareholder value scenarios
Preparatory work for readiness of new ERP digitization, integrated cost center/element processes – transparent product costing, margins at each product category level
Drill-down transparency 'earning pearls', cost and revenue levers – waste refinement
Controlling inventories, supply chain, and freight costs
Motivate and lead an international finance & controlling team of 25 employees

Jun 2021 - Dec 2021

7 months

Kassel, Germany

Interim CFO

ZF Luftfahrttechnik

Reliable, hands-on execution of day-to-day business (accounting, cash management) & control of operations KPIs with action measures
Focus – head of carve-out and post-merger integration (Airbus); preparation for transition to Airbus Group finance, controlling, and tax processes
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
Responsible for carve-out finance workstream (accounting, controlling, treasury, tax)
Close collaboration with Airbus PMI finance team for the Helicopter business unit
Refinement of workflows, instructions, process house finance & IT
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 initiative for integrated P2P processes
Transparency of manufacturing costs, margins, and maintenance & repair services
Transparency in the calculation of machines, assets, and service business
Motivator for change in FC, HR and IT team – 'international winning spirit'

Jun 2020 - Apr 2021

11 months

Munich, Germany

Interim Head of Controlling

Planethome Group

Restructuring – redesign workflows and integrate digital finance & controlling processes & IT
Effective leadership of complex and diverse day-to-day business during Corona lockdown
Design and implementation of modern reporting (ERP MS), digital and integrated
Finance & Controlling manual 'Scope of work': workflows for accounting, controlling, cash, purchasing
FP&A, controlling, cash, HR, IT: readiness for integrated processes, change anchor
Digitize e-finance: e-invoicing, credit card commissions, dashboard & key metrics
Sequential replacement of proprietary pre-systems DATEV, MUT and ConProv
Budget 2021–23 factbook, profitability analysis of products & MER profit center
Draw up monthly, quarterly & group annual financial statements for board & PE
Cash-in: DSO, DPO – liquidity plan for 30 weeks, weekly cash flow updates
Restructuring & downsizing in central (HQ) and sales functions
Implementation of controlling as a business partner for marketing & sales
Identification and implementation of 15% cost reduction at PH group level
Collaboration in creating driver trees for contribution margin accounting, profit center accounting
Monthly profit analysis with countermeasures tracking to achieve budget targets
Lucanet SmartNotes for Planethome Group consolidation: balance sheet, P&L, reporting
Mediator between board & FC team: fostering team spirit and a get-things-done approach
Leadership motivation: maintaining employee loyalty in an extremely challenging environment

Jan 2019 - Apr 2020

1 year 4 months

Heilbronn, Germany

Interim Senior Manager, Controlling & Finance

ILLIG Maschinenbau

Setting future trends – implementing CI-operational excellence in all plants
Driver of cultural change for 'international acting', consistent KPI control
Performance & cost transparency on shop floor, inventories (working capital), service business
Forward-looking, streamlined overall controlling concept and slim reporting
Transparency in the 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
Benchmarking operating costs of plants in India, Romania; planning 2019–2025
Definition of all turnaround measures with roadmap
Start of consistent implementation in all international plants and business units
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 the subsidiaries
Production, cost, accounting & revenue, and logistics controlling
Proactive control of the plants based on key figures (monthly KPIs)
Inventory assessment and reduction of stock; JIS (just-in-sequence) mindset
Group consolidation balance sheet and P&L preparation for all regions
Enabler, leadership for performance – driving stimuli to achieve turnaround P/E targets
Financial Excellence Review (benchmark with modern best practices, SAP)
Extensive review of financial data and drivers (balance sheet/income statement, individual/consolidated financial statements) closely linked with turnaround
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 – simulating FC budget, FC 'real case'
Redesign of the monitoring 'KPI dashboard monthly report'
Facilitating weekly management meetings (board, level 1)
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

Jan 2018 - Dec 2018

1 year

Munich, Germany

Interim Group CFO

Quantum Capital Partners (Private Equity)

Established an innovative framework to drive a sustainable finance organization
Delivered a sustainable turnaround and profitable change with attention to detail
Challenged controlling teams to achieve best-practice resource and cash management
Implemented process standards for accounting, controlling, operations, and purchasing
Harmonized the new SAP ERP ECC blueprint with manual workflow descriptions
Led a culture change from bankruptcy mindset to startup spirit, driving leadership, motivation, and success
Secured liquidity by raising capital, reducing working capital, and leasing assets
Set up monthly reports with targets, monitored KPIs, and tracked actions
Adjusted EU growth strategy and standardized the product portfolio
Implemented a cost reduction program across the value chain and all areas
Established effective controlling methods and implemented the 2018/19 budget planning
Provided reliable monthly financial reports and figures to all stakeholders
Drove and monitored the implementation of the top 10 sustainable improvement measures in operations and SCM
Acted as the driving force for culture change, mindset shift, leadership, and "success thinking"

Jan 2017 - Dec 2018

2 years

Heroldsberg, Germany

Interim Head of Controlling

STABILO INTERNATIONAL

Controlled resources effectively, providing a compass for a clear future direction
Achieved 7% growth in EU and Asia, driven by focused marketing campaigns with retail leaders
"Commercial conscience": met goals with reliable leadership in daily finance operations
Strengthened cost awareness using integrated group process standards
Led worldwide budget planning for 2018/19, covering investments, staffing, IT, and inventory valuation
Analyzed gross margin: identified product winners and losers, promoted winners while expanding retail campaigns, tracked performance with store checks, and provided KPI effectiveness reports to project managers
Improved material and plant productivity efficiency using CI and Six Sigma
Rebuilt the digital supply chain, managing and optimizing intercompany benefits
SAP ERP 6.0, BI, and BOFC: identified and implemented SAP workflow improvements
Led strategic best-practice projects: S/4 HANA, SCM, and digital footprint enhancements
Provided reliable monthly financial statements and group consolidation
Performed profitability analysis by product and customer groups (SAP COPA)
Managed transfer pricing manual, cash pooling, and inventory monitoring
Adjusted risk management, internal control, and compliance processes
Continuously developed controlling tools and KPIs with the CEO, CSO, and COO
Redesigned IT group service billing
Implemented effective R&D project control and budget management for new developments
Acted as change agent for effective digital processes and the "Hidden Champion" SHV culture
Strengthened the scope of controlling tasks and fostered a "new department spirit"

Jan 2016 - Dec 2017

2 years

Oettingen in Bayern, Germany

Group Plant Controller & Senior CI Manager

Jeldwen Central Europe

After M&A, defined a new EU plant strategy roadmap and bundled key competencies
Adjusted plant control processes and optimized shopfloor and SCM value streams
Coached and set performance pace for LEAN leadership and KAIZEN culture change in EU plants
Improved performance and cost effectiveness of the shopfloor value chain and material flow
Implemented fast close processes and group IFRS and US GAAP reporting with financial walk analysis
Adjusted cost center accounting and made profitability analysis more transparent
Reduced plant expenses by 15%, meeting the approved 2017-19 budget
Implemented SQDCIP boards, KPI standards, and best-practice Vital 5 methods
Strengthened total productivity by 4%, material productivity by 2%, and harmonized products
Analyzed monthly results and prepared management reports
Prepared and approved investment proposals
Conducted margin reviews and prepared action plans
Actively controlled plant performance based on key figures (monthly KPI reports)
Managed inventory valuation and working capital
Participated in developing financial systems in line with IFRS requirements, ensuring internal controls and SOX compliance
Prepared forecasts and budget plans for 2016/17 and 2017/18

Jan 2015 - Dec 2015

1 year

Maintal, Germany

Interim CFO

Norma Germany

Achieved very high margins (19%) in a challenging environment with competitive OEM purchasing; set up Six Sigma quality programs in plants
Provided performance- and goal-oriented motivational leadership, strategic vision, organizational skills, and CIP-driven change leadership; drove an effective central finance organization, processes, and IT standards across EMEA
Responsible for P&L and budget for sales, finance, purchasing, and HQ management budgets; handled HGB, IFRS, monthly and quarterly reports; managed asset accounting, AP, AR, taxes, P&L, and financial controlling
Drove measures to achieve transfer pricing and intercompany reconciliation for CEE and USA
Implemented a variance analysis toolbox for expense analysis and global excellence
Ensured the internal control cycle and risk mitigation
Led total budgeting for 2016/17 (investments, staff productivity), ensuring the planning process met time and budget targets
In plants: set up CIP and Six Sigma initiatives to increase yield; established QM KPIs for plant resource control, material flow, inventories, and labor cost management; improved transparency in product costing to enhance MES; reduced overhead costs; strengthened production quality KPIs; and cut down time-consuming processes and inefficient reporting

Jan 2014 - Dec 2015

2 years

Fulda, Germany

Manager with major focus on integration

KAP AG

Delivered a successful turnaround, achieving stable growth and EBIT above 15% in 2015
Executed strategic market and portfolio adjustments with a streamlined plant alliance
Completed comprehensive integration of methods, processes/IT, and employees across all functions (R&D, sales, HR, finance, purchasing, SCM, shopfloor, IT) within 100 days

Jan 2012 - Dec 2014

3 years

Bochum, Germany

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

Jan 2012 - Dec 2012

1 year

Germany

Commercial Manager, Co-CRO

Rettenmeier AG

Head of Finance, Controlling, HR, IT/Processes, Procurement
Head of CRO-PMO Office

Jan 2011 - Dec 2011

1 year

Germany

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

Jan 2005 - Dec 2010

6 years

Munich, Germany

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

Jan 2002 - Dec 2004

3 years

Frankfurt, Germany

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

Jan 2000 - Dec 2002

3 years

Munich, Germany

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

Jan 1999 - Dec 2000

2 years

Munich, Germany

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

Jan 1995 - Dec 1998

4 years

Munich, Germany

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

Jan 1994 - Dec 1995

2 years

Munich, Germany

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

Jan 1990 - Dec 1993

4 years

Stuttgart, Germany

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.

Manufacturing

Professional Services

Automotive

Information Technology

Pharmaceutical

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.

Accounting

Finance

Operations

Strategy

Supply Chain Management

Procurement

Summary

In finance and controlling – transparency in the figures (clean-up), accounting (IFRS, HGB, valuation, annual financial statements), tax, cash liquidity management, operational excellence, lean processes/organization/IT, performance management, procurement, people management.

Confident management of the complex and varied daily business with the CEO, using integrated and effective controlling methods to ensure results.

Sound judgment in the value chain of automotive, manufacturing industry, and FMCG.

Performance and operational excellence: boosting productivity with digital business processes in an effective and cost-conscious way.

Performance: defining and implementing best practices in operations (KPI, SQDCIP board). Agile finance transformation: predictive forecasting & budgeting – customer-focused, creative, determined. Clear and effective reporting for stakeholders and operations – timely and impactful.

Strategic controlling and sales – international focus and growth: global country & account management in BRICS, USA, EU, GB, CEE. Management of subsidiaries – responsibility abroad, managing shareholdings.

Routine with IFRS, HGB – international accounting and controlling standards (NACOS). Participation in preparing group consolidation accounts (MAP JAP KAP) in Lucanet. Building a strong controlling team, transfer pricing, and FC group shared services. Establishing and developing the tax area (corporate tax, VAT, payroll tax, international tax planning, transfer pricing, refunds).

M&A and divestments, carve-outs – due diligence & post-merger integration (up to 25 countries). Several years of experience with private equity thinking and implementation, shareholder value, reporting.

All-rounder for critical issues – crisis manager, CRO. Hands-on restructuring and turnaround management with sustainable crisis resolution.

Wolfgang Horlacher impresses with outstanding expertise, combined with a warm, open yet decisive manner. He is very confident, competent, and strong rhetorically. An entrepreneurial personality with healthy ambition and a high level of commitment. He is a good motivator with endurance and resilience. He not only has strategic competence but is also a 'doer' at the same time. He pursues business success primarily through his strong international orientation.

Languages

German

Native

English

Advanced

Spanish

Elementary

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

Total positions 25

Experience in Manufacturing 23 y

Avg length 1 y 8 m

Longest experience 5 y 11 m

Global Experience

Countries worked in 1 (Germany)

Primary country Germany

Expertise

Recent roles Head of Finance and Controlling (Interim), Head of Finance (Accounting, Controlling, Treasury, Tax, SOX, ICS) Interim, Senior Manager Controlling Interim

Main industries Manufacturing, Professional Services, Automotive

Main business areas Accounting, Finance, Operations

Qualifications

Highest degree Master

Certifications earned 4

Profile

Created

January 2026

Last Update

March 2026

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Frequently asked questions

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Where is Wolfgang based?

Wolfgang is based in Munich, Germany.

What languages does Wolfgang speak?

Wolfgang speaks the following languages: German (Native), English (Advanced), Spanish (Elementary).

How many years of experience does Wolfgang have?

Wolfgang has at least 35 years of experience. During this time, Wolfgang has worked in at least 21 different roles and for 25 different companies. The average length of individual experience is 1 year and 5 months. Note that Wolfgang may not have shared all experience and actually has more experience.

What roles would Wolfgang be best suited for?

Based on recent experience, Wolfgang would be well-suited for roles such as: Head of Finance and Controlling (Interim), Head of Finance (Accounting, Controlling, Treasury, Tax, SOX, ICS) Interim, Senior Manager Controlling Interim.

What is Wolfgang's latest experience?

Wolfgang's most recent position is Head of Finance and Controlling (Interim) at Kunert Fashion Group.

What companies has Wolfgang worked for in recent years?

In recent years, Wolfgang has worked for Kunert Fashion Group, Ghd hair Germany, R&G Group, Reschwitzer Sucction Dredger Production (RSP), Merger ETS Group (ENDEGS and SIS), and EATON.

Which industries is Wolfgang most experienced in?

Wolfgang is most experienced in industries like Manufacturing, Professional Services, and Automotive. Wolfgang also has some experience in Information Technology, Pharmaceutical, and Banking and Finance.

Which business areas is Wolfgang most experienced in?

Wolfgang is most experienced in business areas like Accounting, Finance, and Operations. Wolfgang also has some experience in Strategy, Supply Chain Management, and Procurement.

Which industries has Wolfgang worked in recently?

Wolfgang has recently worked in industries like Manufacturing, Banking and Finance, and Real Estate.

Which business areas has Wolfgang worked in recently?

Wolfgang has recently worked in business areas like Accounting, Finance, and Operations.

What is Wolfgang's education?

Wolfgang holds a Master in Technology-oriented Business Administration from University of Stuttgart.

Does Wolfgang have any certificates?

Wolfgang has 4 certificates. Among them, these include: Certified Chief Accountant International, International Certified Chief Accountant Degree (IHK), SAP Poweruser Certificate FI-Accountant, and CO.

What is the availability of Wolfgang?

Wolfgang is immediately available full-time for suitable projects.

What is the rate of Wolfgang?

Wolfgang's rate depends on the specific project requirements. Please use the Meet button on the profile to schedule a meeting and discuss the details.