Financial Controllers in Germany

• Prepared and reviewed quarterly royalty settlements for licensors across music, publishing and media brands, including minimum guarantees, recoupment, returns reconciliation and process optimisation.
• Reconstructed historical licensing data for an external audit by a major US studio, covering music publishing and recorded music across ROW and AUS, and coordinated the resulting statements with the licensor.
• Supported the reconciliation of music royalties with the German collecting society and its international hub for 2018 to 2024.
• Assessed licensing data for accruals and provisions, and structured metadata for contract negotiations.
• Designed target processes and SOPs for a royalty automation tool and accompanied testing during rollout.

• Managing Director of Vishnu Artists GmbH in Berlin (since 01/2025, together with Benedikt Irsch).
• Responsible for the company's finance, planning and reporting; working with DATEV.
• Reporting with Power BI as well as planning and analysis models in Excel as a basis for management decisions.
• Selection, development and implementation of AI-supported tools in the company, including Flow Compass.
• Co-host of the Vishnu AI Freelancer Meetup, which takes place every four weeks on Miro; exchange about the practical use of AI applications in coaching and facilitation.

• Independent consulting at the intersection of HR, Finance and IT
• Focus on People Analytics, HR Controlling, Pay Transparency, Compensation & Benefits and HR Transformation
• Analysis of complex HR and business data and development of reliable decision-making foundations for management and HR
• Design of KPI, reporting and BI solutions as well as data-based management models
• Consulting from analysis and concept development through implementation of transformation and optimization projects
• Focus on SAP Analytics Cloud, SAP BW and Power BI
• ISA = Insight · Structure · Alignment

• Reporting to the Head of the IT business unit
• Establishment and management of the digitalization unit – leading a team currently consisting of three employees
• Development of an organization-wide digitalization portfolio and digitalization strategy through 2030, including a mission statement, target vision, fields of action and specific work packages
• Analysis and structuring of the existing digitalization portfolio – creating transparency regarding initiatives, benefits, risks and dependencies
• Design of a consistent approach for recording, evaluating and prioritizing digitalization needs from the specialist departments
• Analysis and redesign of business and administrative processes – in cooperation with specialist departments, IT and central functions
• Development of structures for the digital office 2030, document and knowledge management – digital collaboration and sustainable integration of knowledge
• Supporting projects in the areas of HR, finance, M365, Power Platform, automation and AI
• Establishment of methods and formats for process management, change, participation and employee enablement

Scope: Embedded as FP&A Data & AI Architect within the Finance function of a major European refrigeration manufacturer, leading the transformation of manual, fragmented financial reporting into an automated, governance-driven intelligence platform. Driving the shift from Excel-based controlling to structured data architecture, Power BI analytics, and AI-assisted financial operations.

Financial Data Integrity & ERP Governance

• Initiated and led GL vs. subledger reconciliation investigations, identifying and resolving structural mismatches between General Ledger and subledger data that had gone undetected prior to engagement
• Conducted asset analysis to identify items missing from General Ledger postings, surfacing gaps in fixed asset tracking and period-end completeness
• Validated SAP reports, establishing baseline data quality standards for Finance team consumption
• Established systematic SAP data validation framework ensuring ongoing integrity between ERP postings and downstream reporting outputs

Finance Reporting Transformation

• Designed and implemented a structured Transformation Project approach for converting manual Finance reports into fully automated processes
• Created and owns the Data Reporting Audit Log; a centralized tracking system capturing report owners, stakeholders, data sources, manual effort estimates, and automation opportunity scores across the Finance function
• Mapped the full reporting landscape identifying quick-win automation targets and strategic Power BI migration candidates
• Actively reducing manual Excel and PowerPoint dependency across FP&A workflows; replacing point-in-time snapshots with live, governed data models

Power BI & Analytics Enablement

• Introduced and presented Power BI as the strategic reporting platform to Finance leadership, building internal buy-in for the BI transformation roadmap
• Designed initial Power BI architecture aligned with SAP, Salesforce and Oracle data structures and FP&A reporting requirements
• Established report ownership, governance documentation, and data lineage standards enabling sustainable self-service analytics across the Finance team

Transformation Infrastructure & Collaboration

• Configured and deployed Jira as the transformation project management hub, establishing structured sprint workflows, backlog management, and progress visibility for Finance IT initiatives
• Proposed and initiated a dedicated FP&A Communication & Transformation Hub, a structured cross-functional forum aligning Finance, IT, and business stakeholders around the reporting transformation roadmap
• Positioned the Finance function as an active driver of data governance and digital transformation within the broader organization

Outcomes

• GL/subledger reconciliation gaps identified and investigation framework established within first two weeks of engagement
• Data Reporting Audit Log deployed; first structured inventory of Finance reporting landscape in company history
• Power BI transformation roadmap presented and approved by Finance leadership
• Jira-based project governance live; Finance transformation now tracked with full sprint visibility

Technologies: SAP FI/CO · Power BI · DAX · SQL · Excel (advanced) · Power Query (M) · Power Automate · VBA · Jira · Microsoft 365 · SharePoint · Salesforce (Sales Data) · Oracle HCM · Python

• Analysis of the existing water price calculation for formal errors and gaps in the factual arguments with regard to the legal and regulatory framework (including AVBWasserV, KAG RP, statutes, NEV pursuant to BGH) and best practices in the water industry
• Operational assurance of controlling for the water division
• Regulatory optimization of the existing pricing strategy
• Factual assessment of existing legal proceedings in the water sector
• Professional support for all stakeholders in the water division
• Implementation and roll-out of a new water price calculation tool
• Knowledge transfer to the controlling department and professional training of new employees
• Bridging a vacancy by carrying out the water price calculation
• Review of the pricing strategy from a regulatory perspective
• Establishment of a PMO and assumption of PMO tasks
• Professional advice on preparing the annual financial statements
• Professional sparring for the Executive Board, Legal and Finance/Controlling in the water sector
• Optimization, adjustment and redesign of business processes in the Finance/Controlling environment
• Regulatory adjustments to the existing controlling system
• Advising the Executive Board of the holding company and working with subsidiaries
• Support with impairments together with the auditor
• Opportunity and risk analyses for existing legal proceedings and negotiations
• Drafting of price adjustment clauses and participation in arbitration proceedings
• Reorganization of investment structures
• Reporting to the Head of Legal, Head of Corporate Development, as well as CEO and CSO

• Independent accounts receivable and accounts payable accounting, including posting all incoming and outgoing payments
• Preparing customer invoices and monitoring open items and dunning
• Preparing and creating monthly and annual financial statements under HGB
• Preparing VAT returns and working with tax advisors and the tax office
• Preliminary payroll accounting
• HR administration including recruiting, applicant management, and conducting job interviews
• Preparing reports and business analyses for management
• Handling complaints and clarifying accounting issues

• Consulting on complex IT, accounting, controlling, and business intelligence projects from the analysis phase through implementation to go-live support
• Work as consultant, project manager, and subproject manager
• Focus on business process analysis and implementation
• Controlling: sales, marketing, project, financial, and cost controlling
• Accounting: General Ledger, Accounts Receivable, Accounts Payable, asset accounting
• Implementation and training of SAP R/3 FI/CO
• Operational experience in controlling, sales, human resources, and commercial project management before my consulting work

• Interim Head of Controlling at a medium-sized industrial group in mechanical engineering: setup of group controlling, preparation for the planned IPO, realignment of monthly reporting
• Project at a medium-sized company in the steel and mechanical engineering industry: further development of cost and performance accounting; setup of a structured overhead cost sheet to determine hourly and overhead allocation rates for pre- and post-calculation; setup of a profit center accounting system to show the P&L by business unit
• Interim CFO at a startup in optics / photonics: preparation of financial and liquidity plans to prepare for financing rounds and funding projects; contact person for investors in due diligence processes; setup of monthly reporting for internal and external stakeholders; preparation of annual financial statements together with an external tax advisory firm (inventory valuation, provisions, etc.); contact person for project sponsors in funded development projects; optimization and digitalization of business processes in finance
• Interim Head of Finance at a startup in robotics: introduction of business processes; support during financing rounds
• Project at a medium-sized mechanical engineering company: introduction of cost and performance accounting

Founded in 1968, MLD today employs over 350 people at various locations in and around Düsseldorf. The academic team, made up of 17 specialists, colleagues from biology, chemistry, pharmacy, drinking water hygiene, and medical training assistants, supports more than 1,500 office-based doctors and more than 30 hospitals with more than 5,000 beds in the Düsseldorf, Cologne and Lower Rhine regions as a reliable partner in laboratory medicine. It is a subsidiary of the Sonic Healthcare Group based in Sydney, Australia. Group: 37,000 employees, direct reporting line: Managing Director

Responsibilities:

• Disciplinary and technical management responsibility for 16 employees, sub-ledgers, 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 of several companies, as well as preparation and support of the annual audits
• budgeting, forecasting
• accounting-related execution of incorporations, liquidations and transformations of the companies
• main contact person for auditors, tax advisors and tax authorities.

• Controlling project work: implementation of customer quotation calculation and development of a trading and forward calculation for sales
• Development of a cost of goods manufactured calculator
• Theoretical design and practical implementation: temporary Excel-based solution introduced quickly; embedding into INFOR LN and creation of the requirements specification
• Majority of project management using modern tools (Loop, Jira, Excel, PowerPoint)
• Regular reporting on quotes submitted (contribution margin 1 and full cost coverage) and comparison with post-calculation

• Acting as project controller for the STEAM sub-project within Iqony's long-term modernisation programme for an industrial water demineralisation plant at the BP refinery site in Gelsenkirchen-Scholven alongside the parallel WATER sub-project
• Managing cost control, SAP PS data integrity and project tracking in a challenging data environment

• Process optimization, process design
• Business partnering, target vision
• Teambuilding
• Workflow design
• Budget, MEC
• SAP S4/Hana, Board

["Supported SAP implementation","Led the team at the PCII level","Responsible for cost development at this level","Monthly forecasts","Reporting","Budget responsibility","MS Office Excel","MS Office Power BI","MS Dynamics Navision","Agenda","Office 365","SAP R/3","Datev Unternehmen Online","Data Protection Officer"]