SAP Business One Expert

• Founded the company as a full-service consulting firm focused on purchasing and supply chain
• Commercial management of the company
• Digitalization and automation of work steps to reduce process costs
• Project management for optimization projects
• Connecting German companies with manufacturers abroad to achieve shorter delivery times and lower procurement costs at the same time
• Organizing B2B meetings between international companies
• Research on procurement markets (BestCostCountry) for the production of complex welded assemblies
• Taking on interim management assignments

Responsibilities: 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 Mio. Reporting to the PE shareholder and the Advisory Board; management of 45 FTE, including 7 direct reports.

Key achievements:

• Earnings improvement: Increased EBITDA by around 10%. Improved liquidity through working capital measures and reduced HQ costs.
• Exit readiness & financing: Expanded investor reporting, governance and controls; managed investor and banking relationships and led refinancing and capital structure measures.
• Buy-and-build readiness: Prepared the Group for international acquisitions and the integration of new dermatological platforms.
• Reporting & IT transformation: Implemented, optimized and launched a new LucaNet solution for 80 companies for Group reporting and consolidation, with a savings target of 1–2 FTE and a closing process that was 2–3 days faster, as well as modernized scalable IT systems for greater transparency and performance management.
• AI & digitalization: Defined and rolled out an AI strategy for the Group and introduced AI tools (Microsoft Copilot and ChatGPT) for around 100 users at headquarters, achieving productivity and efficiency gains in Finance.
• Establishment of the Dutch platform: Established and restructured the platform and took over its commercial and operational management, including the implementation of a new ERP system (AFAS).

• Interim management and management consulting with a focus on sales, brand management, internationalization, business development, and market entry strategies for international consumer goods and trading companies.

• Project leadership for the relaunch of the B2B online shop based on SAP Commerce (previously Shopware 5)
• Coordination of internal and external resources
• Stakeholder management and requirements management
• Support with the functional design of features
• Preparation of project reports and execution of SteerCo meetings
• Leadership and moderation of regular meetings and coordination sessions
• Consulting on the company’s E-Commerce strategy
• Sparring partner for the Head of E-Commerce

• Interim management as freelancer for finance accounting, HR, controlling, accounting and leadership, process optimization
• Clients: Esprit (DE/CH), MSD (CH), Sedus Stoll AG (CH), Brooks AG (CH), Yves Rocher (DE), Lilium (DE) and others

• Monthly / quarterly and annual financial statements in accordance with HGB/IFRS
• Fixed asset accounting
• Reconciliation of general ledger / sub-ledgers
• Support with the migration to D365
• Statistics and advance VAT returns

ERP system: MS-NAV / D365

• The customer is undergoing a comprehensive transformation. All SAP ECC landscapes worldwide are being migrated to SAP S/4HANA, with the goal of introducing a standard template worldwide.

• The program also includes the “RISE with SAP” migration and modernization program, which may involve migrating the landscapes of selected country installations to the SAP Private Cloud.

• On the stakeholder side, the program reporting line extends to the company’s executive board and that of the implementation partner.

• Fiserv Germany’s ERP landscape currently includes several non-standard SAP tools and applications that extend the functionality of the ECC environment and can often be integrated into downstream systems. As part of the transition to SAP S/4HANA, it is essential to assess the core functionality, integration points and future viability of these applications in order to determine their alignment with the target architecture.

• The focus of the work is on providing expert advice and assessment to define the scope, strategy and roadmap for transitioning Fiserv Germany’s SAP ECC system to SAP S/4HANA.

• The recommended best practices from SAP are followed and a structured approach is used to ensure a smooth transition with minimal disruption while maximizing business value.

• This assessment forms the basis for a successful SAP S/4HANA transformation and ensures alignment with industry best practices, regulatory compliance and future scalability.

• Migration Strategy Definition – assessment of available transition approaches based on business objectives, technical feasibility and SAP Best Practices.

• Technical Readiness Assessment – conducting a system analysis to assess compatibility, custom code impact, data volume management, integration points and infrastructure readiness for SAP S/4HANA.

• Business Process Impact Analysis – reviewing the latest business process documentation to define the scope and effort required to implement the necessary functions in SAP S/4HANA and to identify opportunities for process optimization.

• Roadmap for Non-SAP Systems and Applications – assessment of third-party and legacy applications regarding their integration with SAP S/4HANA and recommendation of consolidation, migration or replacement strategies.

• Deployment & Implementation Planning – defining a phased approach for implementation, including project schedules, risk mitigation strategies and key milestones aligned with business priorities.

• This transformation takes place in phases: the Discovery phase leads to the Explore phase, which is followed by the Design phase and finally implementation.

• Program management

• Change management

• Requirements management

• Transition management

• Stakeholder management

• Risk management

• Comprehensive coordination

• Controlling project work: introduction of customer quotation costing and development of a trading/forward costing model for sales
• Development of a manufacturing cost calculator
• Theoretical design and practical implementation: interim Excel version introduced at short notice; migration to INFOR LN and preparation of the requirements specification
• Most of the project management using modern tools (Loop, Jira, Excel, PowerPoint)
• Regular reporting on submitted quotations (db1 and full-cost coverage) and comparison with post-calculation

• DTO class generator: In-house development of a tool for the automatic generation of classes, functions, and methods for use in .NET Core projects based on SAP Business One Service Layer metadata
• E-invoice import add-on: Development of a SAP Business One add-on / coresuite module for the automated import of ZUGFeRD e-invoices as incoming invoices – with configurable mapping to flexibly control the import logic across four mapping types (DIRECT, SQL, FIXED, EXPR). The add-on is available as a licensed product for SAP Business One customers.

Stack: SAP Business One, SAP Business One Service Layer, coresuite Country Package, C#

• Detailed information in the reference projects file
• Responsibility for the strategic and operational management of the company
• Leading and coordinating product development projects in the areas of e-health and medical technology
• Freelance project management activities in various industries, including IT and medical technology
• Introduction of innovative products and solutions in medical technology, connectivity and fitness in international markets
• Building platforms for e-health and corporate health management
• Introduction and migration of ERP systems (SAP Business One, JTL WaWi) in sales- and production-oriented companies
• Project management for international and cross-company projects
• Crisis management and successful control of critical projects
• Support of IT infrastructure including server landscapes and SAN systems
• Consulting for international company founders

• Created internal web application to improve the salary process using a microservice interfacing with MSSQL
• Developed interactive web UI using Microsoft Blazor
• Integrated Azure AD for user authentication
• Designed and implemented roles and permissions in the database
• Developed progress page guiding users through each process step
• Processed bonus calculations by importing Excel files
• Configured email notifications using MSSQL Send Mail
• Tools and technologies: C#, ASP.NET 6, MS-SQL, REST API, Visual Studio 2022, TFS, microservices, Kanban Board, Azure DevOps

• Conceived and implemented customer solutions, accurately estimating project efforts
• Tested and documented fully developed software using C# and Visual Basic with .Net
• Collaborated in the installation, configuration, and maintenance of SAP Business One systems
• Utilized Microsoft Visual Studio and version management (SVN) for efficient development
• Managed code repositories and collaborated with teams on GitHub for seamless workflow and version control
• Provided 1st and 2nd level support for SAP Business One users, promptly resolving issues
• Collaborated with customers to troubleshoot and optimize add-on solutions
• Familiarity with FSM SAP integration, facilitating efficient field service management
• Leveraged GitHub for issue tracking and knowledge sharing within the support team

• Building up the workforce from 1,300 to 1,850 employees (white-collar positions) together with the team and an external colleague
• Advising the company across the entire recruiting process chain
• End-to-end recruiting
• Active sourcing
• Close collaboration and coordination with internal and external stakeholders (e.g. external HR service providers, hiring managers and works council)

• In just a few weeks, I became independently able to close deals in a completely new, technically demanding product environment: I qualified incoming online leads (social media, landing page), provided technical advice, prepared quotes, and negotiated contracts (SAP Business One).
• In about seven months, I closed deals worth roughly EUR 340,000, including a semi-trailer for transporting up to four premium SUVs (order value approx. EUR 242,000, including clarification of technical feasibility).
• Left due to operational reasons as part of a restructuring.