Greater Dusseldorf Area
Two years ago, I left Tesla's Gigafactory Berlin for a deeply personal mission: helping lead our family business into its next chapter. Hendricks Group was founded by my grandfather in 1972. Today it's 450 employees across logistics and automotive supply-chain. When I joined the logistics division, it was struggling, because there was a missing piece. I won't pretend I had a master plan. I came from Tesla, where everything moves at startup speed. I walked into a 50-year-old company and quickly learned that speed without context breaks more than it fixes. The real work was slow. Questioning inherited assumptions, respectfully. Rewriting processes with the team, not around them. Having honest conversations at the dinner table that most families avoid. What I share here: → Frameworks from restructuring a third-generation company → What works when you bring startup thinking to traditional businesses — and what doesn't → The family dynamics nobody teaches you in business school Background: Bocconi, IE Business School, Mercedes-Benz incubator, Tesla Gigafactory Berlin (FP&A). Now learning every day from people who've been in logistics longer than I've been alive. If you run a family business or are navigating a generational transition, let's connect. I'm still figuring it out too.
We help Daimler creating the future of mobility, we ideate, validate, build, launch and scale next-generation businesses. We develop human-centered products and game-changing ventures. As Venture Architects we drive and define the transition from a viable business model concept towards a successfully funded and operational venture. -Initial definition of capital funding and its structure -Market analysis (market size, market dynamics, competitive landscape) -Business model definition (i.e. operating model, strategic positioning) -Monetisation strategy (i.e. revenue streams, pricing) -Outline Go-to-Market strategy (customer acquisition plan, rollout plan, strategic partnerships)
Tesla Inc. acquired German engineering company Grohmann Engineering in January 2017 and has since continued as Tesla Grohmann Automation. The main integration objectives I was tasked with by the Managing Director of Tesla Grohmann Automation and Tesla EMEA Finance Director were: - Implementation of the Tesla ERP System for the Procurement to Pay Cycle, hence moving from a fully paper-based process flow to a system driven process. - Local Finance Department integration into the Tesla culture and reporting standards. - Improvements in Financial Reporting & Financial Analysis through automation of tasks and visualisation tools.
The Cost Accounting Team monitors, accounts and improves all costs incurred by Tesla in EMEA. As an Intern in this team, I had the opportunity to engage with all expense generating departments in order to improve existing strategies and put my financial analysis in perspective with qualitative factors. Further: - Inventory audits and cycle counts at the EMEA Warehouse, Factory and Service Centers - Fixed Asset Overview and tracking improvements - In-depth analysis of Cost drivers such as Freight, Delivery and Connectivity
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