Chief Financial Officers in Germany

• Industry: Insurance, Trade, IT
• Customers & Projects: Consulting and selling insurance and similar services
• Main tasks: Insurance consulting (health insurance, retirement planning, wealth building); commercial services, inside and field sales; sales data analysis and forecasting; customer consulting and support; opening a new sales headquarters for private and business customers; business development & innovation management; business use case development; process optimization; stakeholder management; team leadership and training; preparation and delivery of trainings;
• Technologies used: Microsoft Office 365, Microsoft Teams, Jira, Draw.IO, Camunda 8, Java (8, 17,21,25), Git, Spring Boot, Spring Batch, Spring Data REST, Spring Web, Spring Security, J-Unit, Playwright, Lombock, Vaadin, H2, PostgreSQL (16, 17 18), pgAdmin, Docker, LLMs, JasperSoft Studio, JasperReports

• Investor discussions, Investor Relations for NYSE listing
• Expanded reporting and compliance structures, cost controlling
• Post-merger integration
• Introduced LucaNet
• Financing negotiations with banks
• Global responsibility for 25 employees in six countries
• Positive net cash position and declining NWC (-40%) with increasing revenues
• Significantly reduced cash outflow
• Initiated profitability and restructuring projects, introduced Capex guidelines
• Built up hedging line, implemented ABS program, extended bank financing

Selected Mandate - PE-Owned Portfolio Company

CFO Office execution mandate with Transformation CFO scope after CFO transition. Reporting directly to the combined CEO/CFO role, with one individual holding both CEO and statutory CFO responsibility.

• Managing liquidity forecasting, cash management and short-term cash visibility; preparing investor and lender reporting.
• Stabilizing finance operations, reporting cadence and finance interfaces across HQ and subsidiaries.
• Providing extended finance leadership, people leadership and hiring support for the finance function.
• Supporting budgeting, forecasting, FP&A cadence and management reporting.
• Restoring finance cadence across liquidity, reporting, stakeholder communication and management decision support.
• Leading performance recovery support for a US subsidiary.

Asset of GPP (Private Equity)

• B2B, Provider of cooled packaging solutions for the pharmaceutical industry
• €20m in revenue, 50 employees, 2 locations

Responsibilities:

• Responsibility for all commercial and financial activities
• Establishment of a finance and reporting structure
• Carve-Out / Post-closing transition management

Achievements:

• Preparation of investor reporting package (sales, financials, cash) using Power BI
• Development of a sales funnel
• Business process redesigns and implementation of regular business reviews

• Review and assessment of the existing situation
• Identification and definition of implementation measures to close existing gaps

Responsibility: Management of the Group's finance and central functions in Europe including Controlling, FP&A, Accounting, Treasury, Tax, Legal and IT. Responsibility for value creation, exit readiness, M&A integration and business transformation with P&L responsibility of EUR 200 million.

Key achievements:

• Earnings improvement: Increased EBITDA and liquidity through working capital measures and reduced HQ costs.
• Exit readiness & financing: Expanded investor reporting, governance and controls; managed investor and banking relationships as well as refinancing and capital structure measures.
• Buy-and-build readiness: Prepared the Group for international acquisitions and the integration of new dermatology platforms.
• Reporting & IT transformation: Implemented, optimized and went live with a new LucaNet solution for Group reporting and consolidation, and achieved faster closing as well as modernization of scalable IT systems for greater transparency and performance management.
• Establishment of the Dutch platform: Established and restructured the platform and took over its commercial and operational management, including the introduction of a new ERP system (AFAS).

CFO as a Service for a coworking space & incubator (€2 million in annual revenue, 15 employees), 1–2 days per week.

• Took over the full finance function: cash flow management, budgeting, forecasting, building an integrated financial plan
• Approval processes, C-level reporting and KPI tracking
• Communication with banks and tax advisors, C-level sparring
• Tools: Moss, re:cap; functional guidance of an assistant and accounting specialist

• Focus areas: restructuring, operations management, commercial management, purchasing, production
• Industries: automotive, metal processing, shipbuilding, electrical, elevators / escalators

• Executive mandate for the digital realignment of an established Mittelstand company
• Analysis of the organization, processes and IT landscape across the real estate value chain
• Development of a prioritized transformation path (target vision, architecture, roadmap)
• Identification of significant automation and platform potential

• Climate & Environmental Non Profit (Finance Transformation & Operating Model)

• Challenge: Strengthen the finance department by standardising project accounting, organisational financial processes, and management reporting.

• Approach: Designed an integrated finance operating model covering project cost centres, transaction governance, Budgeting and Control financial reporting, and standard operating procedures.

• Impact: Built a strategic finance function, enhancing financial transparency, reporting reliability, and executive decision-making.

• Finance management
• Forecast reviews and planning calculations
• Financial plans and profitability calculations for investment projects
• Business analyses, reporting, target/actual comparisons
• Liquidity planning
• Cost center analyses
• Contact person for auditors
• Coordination of monthly and annual financial statements through to completion of the balance sheets, including the management report and annual report

• Development and implementation of a long-term financial strategy in cooperation with the board and other executives

• Responsibility for budgeting, financial forecasting, and liquidity planning

• Monitoring the company's financial performance and identifying risks and opportunities

• Defining core financial principles

• Developing strategies to optimize business processes

• Improving or implementing management information systems

• Leading financial communications, maintaining relationships with shareholders and investors, and overseeing internal audit

• Personnel management and general services

• Designing a financial, controlling, and reporting system for the company

• Ensuring the accuracy and completeness of all financial reports and documents

• Compliance with all legal and regulatory requirements in finance

• Leading the finance team and coordinating with external auditors and tax advisors

• Managing off-balance-sheet transactions (acquisitions, mergers, divestitures)

• Cash management and financing administration

• Maintaining third-party relationships with bankers and auditors

• Monitoring and validating company controlling (planning, budget, reporting, data analysis)

• Preparing and managing annual financial statements, accounting, management reports, Federal Gazette filings, and support for auditors

• Handling legal and tax matters

• Preparing financial business plans for the parent company and future subsidiaries

• Consolidating results

• Coordinating due diligence and financial audits

• Implementing effective financial controls and procedures

• Optimizing financial processes and systems to increase efficiency

• Assessing investment opportunities and risk management strategies

• Preparing studies on industrial and financial investments

• Liquidity management

• Developing a comprehensive IT strategy to support company goals

• Ensuring the security and integrity of all IT systems and data

• Responsibility for selecting, implementing, and maintaining IT infrastructure and applications

• Monitoring compliance with all IT policies, regulations, and standards

• Identifying and managing IT risks and security threats

• Working with internal and external stakeholders to ensure that IT systems meet business requirements.

Founded in 1968, MLD now employs over 350 people at various locations in and around Düsseldorf. The academic team, consisting of 17 medical specialists, colleagues from the fields of biology, chemistry, pharmacy, drinking water hygiene, and medical residents, provides reliable laboratory medicine support to more than 1,500 resident physicians and more than 30 hospitals with over 5,000 beds in the Düsseldorf, Cologne, and Lower Rhine regions. It is a subsidiary of Sonic Healthcare Group, headquartered in Sydney, Australia. Group: 37,000 employees, direct reporting line: Managing Director

Responsibilities:

• Functional and disciplinary responsibility for 16 employees, subledgers, general ledger, controlling, IT, purchasing, HR
• Monthly reporting according to IFRS, consolidation of several domestic subsidiaries
• Preparation of monthly, quarterly, and annual financial statements of the companies according to IFRS and annual financial statements according to HGB for several companies, as well as preparation for and support during annual audits
• Budgeting, forecast
• Accounting treatment of company formations, liquidations, and transformations
• Main contact person for auditors, tax advisors, and tax authorities.