SAP Business One Expert

• Coaching
• Mentoring
• Project management
• Quality management
• IT security management
• Release management
• Change management
• CRM

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).

Migration from Microsoft Dynamics to a Multi-Cloud Salesforce Platform

• Lead of the Field Service stream in a programme replacing Microsoft Dynamics with Salesforce Sales, Service, Marketing and Field Service, including access for external contractors.
• Designed the end-to-end process from opportunity or case via work order and the Field Service mobile app to the service report.

• 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.

Through Sourcegarden GmbH, ongoing engagement. Transitioning software development to agentic development in phases, from setup and pilots through transformation and handover.

• 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

• 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

• 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

• 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

• 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

• 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

• Hauck GmbH & Co. KG – IFRS group consolidation
• Va-Q-Tec – IFRS group consolidation
• Paulig Teppichweberei GmbH – HGB annual financial statements
• Uponor Kamo GmbH – IFRS annual financial statements
• WMT AG – HGB annual financial statements
• Autoscout 24 – three IFRS consolidated financial statements
• MOGRA GmbH – HGB annual financial statements
• Solid CNC – HGB annual financial statements
• Bauking GmbH, group headquarters in Dortmund – group consolidation (Oracle ERP)
• Pacta GmbH – HGB annual financial statements
• Kanzlei Dr. Silcher – financial statements for various clients
• Transition from research institute to commercial enterprise (ProALPHA)
• Planning, financing, setting up financial accounting and management (DAGOMIX Immo)
• Successful sale to Chr. Hansen for 310 Mio. Euro