Heads of Finance in Germany

• After several S/4 go-lives, Finance and IT lacked structure, clarity of roles and decisions; governance mechanisms, priority logic and responsibilities were not sufficiently defined.

• Unclear interfaces, high coordination effort and inconsistent ways of working led to organizational instability and limited leadership and management capability.

• The existing operating model between Finance, Controlling and IT was not functional, affecting transparency, collaboration and decision-making paths.

• Designed the transformation and organizational architecture for Finance and clarified roles, decision-making paths and priorities.

• Diagnosed and structured the Finance and IT organizations (DE/UK/PL), including collaboration, responsibilities and interfaces.

• Redesigned the Finance–IT Operating Model with a focus on governance, management routines and cross-functional collaboration.

• Enabled leaders and teams, especially Global Process Owners, Key Users and Finance Leads (systemic OD / Leadership).

• Managed the transformation portfolio, including clarity on risks, dependencies and cross-functional decision-making processes.

• Restored structural management capability by clearly defining and anchoring roles, decision-making paths and priorities throughout the organization.

• Systemically strengthened governance and cross-functional collaboration – Finance, Controlling and IT again worked in consistent, aligned structures; friction was measurably reduced.

• Harmonized working and communication processes, making coordination faster, more transparent and less conflict-prone.

• Established sustainable organizational capability, including by building a strong Key User / Process Owner community and clearly defined management routines.

• Made the transformation manageable in a structured way – prioritized initiatives, clear risk and progress logic as well as consistent decision-making formats increased execution speed.

• Led a 16-person finance and accounting organization during a restructuring phase; strengthened closing discipline, financial control, cash transparency and accountability.
• Supported cost programs with approximately €2 Mio. in annual savings; established regular KPI reviews for P&L, working capital, POC and cash topics.
• Responsible for monthly, quarterly and annual closing under HGB/IFRS, management/group reporting, audit, tax and GoBD compliance.
• Finance automation with clear business benefits: 13-week liquidity planning, cash flow reporting, P&L versus plan, variance analysis and bank reconciliation; reduced manual work by 40–60 %.
• Improved accounts payable processes through OCR-supported invoice processing and three-way matching with exception handling.
• Sparring partner to management on restructuring, liquidity, working capital, risks and process simplification.

• Responsible for Finance, Insurance, and Legal, including 3 department heads
• Leading and managing day-to-day accounting
• Preparing and reporting monthly financial statements according to HGB and IFRS
• Corporate controlling including budgeting, forecasting, and variance analysis
• Point of contact for external authorities, banks, tax advisors, and auditors
• Implementing group-wide processes at the corporate level
• Preparing annual financial statements according to HGB
• Supporting the annual audit
• Supporting special audits and due diligence projects at the group level
• Insourcing of accounting, including ERP implementation and department development

• Bridging the Head of Finance position until it was filled again
• Use of SAP R/3
• Hybrid working model
• 10% English

B2B pumps for chemicals, life sciences, semiconductors etc. Stabilization and optimization of the finance function, closing / budgeting / reporting / audits / SOX / PMI

• Implemented a group-wide project management and project controlling framework (SAP PPM / SAC)
• Designed an earned value based control system (costs, progress, schedule)
• Integrated quotation, product and financial data into SAP
• Led interdisciplinary teams in agile and hybrid setups

As Director of turn2value, Anocha Taejiw supports companies in the implementation of complex transformations in Finance Department. He assists in the areas of controlling & reporting, forecasting and the implementation of holistic value-enhancing programs

• 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

• Transition of processes from garage-style to series production
• Establishment of financial processes including monthly reporting to the Chinese parent company
• Development of long-term planning (5/10 years) and budgets for 2024 and 2025
• Ensuring sufficient financing
• Creation and implementation of a restructuring plan with over 60% reduction in staff and costs

• Commercial management: liquidity control, accounting, support for the 2024 and 2025 year-end closings, local and international reporting, strategy and financing, contract management

• Reported to Holding Board Member, CHRO and Head of Transformation

• Led a global matrix team of 5+

• Assumed finance leadership for a €135M HR transformation program affecting 140,000+ employees

• Built a global HR operating model and HR finance function

• Managed and advised key stakeholders on global cost planning, cost allocation, transfer pricing, tax strategy, and transformation impact

• Managed FP&A for a €100M board-division budget, including Compliance, M&A, Privacy, Legal and HR

• Led the IT transfer of 113 HR staff during Corona lockdown, ensuring business continuity during transition

• Contributed to an organizational streamlining project, implementing consistent management layers and spans of control for increased operational efficiency

• Led the finance and controlling department at the Langelsheim site with 6 employees
• Prepared annual financial statements, served as contact for auditors and tax advisors
• Created monthly closing reports, commented on variances with recommendations for action
• Budgeting and forecasts for 3 companies, including P&L, balance sheet, cash flow, cost center and investment planning
• Integrated finance and controlling processes of the insolvent Heubach GmbH into the Sudarshan group

• Consolidation of several interdisciplinary departments (responsibilities: Corporate Finance & Treasury, Financial M&A, Commercial M&A, M&A PMO)
• Redesign and establishment of the company-wide M&A process
• Operational management of (inter)national M&A projects

• Achieved 20% reduction in operational expenses by implementing cost control measures and streamlining budget administration.
• Delivered 95% accuracy in financial forecasting through comprehensive variance analysis, annual budgeting, and revenue monitoring.
• Ensured 90% compliance with tax and audit requirements by managing VAT/Personal Tax returns, reconciliations, and intercompany reporting while providing strategic insights to management.