Germany
Appreciative Senior Executive and CFO with long-standing finance experience, 10+ years of international and multicultural leadership practice. Recognized as a Financial Enabler with hands-on mentality, commitment to achieving the highest quality and for driving strategic initiatives that optimize financial processes, enhance efficiency, and foster sustainable growth. Goal-oriented and experienced leader with strong communication and negotiation skills, a high work capacity and ethics who fosters team development and empowerment, and thrives in dynamic environments Proficient in Private Equity processes, incl. sales/acquisitions, financing, leading teams through transition phases, disentanglement, and exit preparations Proven track record in leading global transformation and IT projects incl. SAP ERP implementation, Shared Service Center outsourcing, and post-merger integration, with a strong focus on change management. Expertise: M&A | treasury | external & management reporting | controlling | financial analysis | accounting | tax | audit | procurement | international project management | process design | reorganization | stakeholder management
᛫Leading a team of 35 employees, including 8 direct reports and 5 managers. ᛫Responsible for accounting, external reporting, taxes, and treasury. ᛫Member of the ODIDO leadership and finance management team ᛫Managing the separation phase from Deutsche Telekom post-private equity acquisition. ᛫Improving accounting and tax quality to prepare ODIDO for a Private Equity exit. Key Achievements: ᛫Significantly reduced annual audit time by improving the quality of accounting, financial statements, and taxes. ᛫Established and led an independent local treasury team managing cash flow forecasting and interest rate hedging. ᛫Built an independent local tax team and maintained a strong relationship with tax authorities. ᛫Replaced Deutsche Telekom's Shared Service center and managed the transition phase. ᛫Led the team through T-Mobile's acquisition and the separation phase from Deutsche Telekom. ᛫Replaced central IT solutions and processes in accounting with local alternatives. ᛫Negotiated and closed factoring/securitization transactions with significantly improved terms.
᛫Led strategic transformation projects in the finance sector. ᛫Managed financial aspects of T-Mobile Netherlands B.V.'s sale to private equity, including financial and tax vendor due diligence. ᛫Successfully integrated the financial operations of Simpel B.V., the largest Dutch virtual mobile network operator, with approximately 1 million customers. ᛫Enhanced core financial and IT processes for complex accounting areas, including IFRS 15 and IFRS 16.
᛫Led a team of 25 employees, including 4 managers. ᛫Responsible for controlling, accounting, taxes, procurement, real estate management, risk management, and SAP-ERP implementation. ᛫Established an efficient financial organization for a rapidly growing group of 12 Pan-Net companies, considering complexity and startup mentality. ᛫Implemented finance as a business partner to support, challenge, and guide business operations in a constantly changing environment. Key Achievements: ᛫Improved transparency, forecast accuracy, and financial results by introducing financial control tools, reliable standardized monthly reports, bottom-up financial planning/forecasting, and project controlling supported by financial systems. ᛫Developed a strong, cross-functional finance team, enhancing team satisfaction within the finance department. ᛫Successfully managed financial, tax, and internal audits without reservations from auditors. ᛫Achieved financial KPIs at the expected target level. ᛫Implemented an effective internal control system and risk management process. ᛫Successfully introduced SAP ERP in 7 subsidiaries.
᛫Led the SAP-ERP implementation for 4,000 users. ᛫Coordinated all specialist projects and rollout teams at central and local levels within a matrix organization, leading an international team of approximately 100 members. ᛫First point of contact for local and central top management. Key Achievements: ᛫Successfully achieved go-live in terms of time, quality, and budget. ᛫Balanced the implementation of the central template with local interests through effective stakeholder management.
᛫Managed the outsourcing of local procurement, accounting, reporting, and HR services to a shared service center.