Improvement of the Internal Control System of a leading European logistics company. Identification of process risks, implementation and testing of mitigating controls in SAP and subsystems, segregation of duties, enhancement of efficiency and effectivity of governance, risk and compliance management.
Implementation of a direct costing approach and bottom-up planning, actual vs. plan analysis, optimisation and automating of the monthly reporting with financial and operational KPI, real time PowerBI visuals, daily risk management of the trade engagement (futures, currencies and hedging), support of accounting functions (e.g. monitoring of accounts receivables and credit management, external reporting tools required for local GAAP, bank and insurance companies), definition of the group?s control framework, projects for IT and process improvement, valuation of investment, monitoring of Capex and involvement in M&A projects. Responsible for energy management and GHG balance. Direct staff up to eight persons at two locations.
Responsible for financial accounting as authorised signatory (Prokurist), internal and statutory reporting (monthly, quarterly and yearly), cost accounting, accounts payables, sales administration and credit management with a direct report of 15 persons. Implementation of IT based data collection in the production and improvement of stock control. First contact partner for external auditors, tax consultants, fiscal authorities and lawyers. Management representative for energy, environment and sustainability (ISO 50001, 14001, REDCert).
Advisory services and audit related assignments for clients of various industries and size in Germany and within Europe. Focus on risk management, reporting, planning and controlling. Support of projects to migrate finance functions to shared service centre in Europe and Asia (e.g. long lasting project for the downstream business of a multinational company in combination with a SAP rollout under Sarbanes Oxley requirements). Responsible for revenue and project acquisition of a subservice line with direct lead of six persons. Project lead for up to 20 internal and external consultants.
Member of Dr. Burkhard Schwenker?s team (later on CEO of Roland Berger). Strategy projects, change management und TQM in various industries
Mathematical modelling of complex gas/fluid mechanics in chemical industries
1980 - 1981
Mandatory military service in German army, lance corporal for ammunition supply
Until 1980
Walram Gymnasium Menden/Sauerland (Abitur)
Improvement of the Internal Control System of a leading European logistics company. Identification of process risks, implementation and testing of mitigating controls in SAP and subsystems, segregation of duties, enhancement of efficiency and effectivity of governance, risk and compliance management.
Implementation of a direct costing approach and bottom-up planning, actual vs. plan analysis, optimisation and automating of the monthly reporting with financial and operational KPI, real time PowerBI visuals, daily risk management of the trade engagement (futures, currencies and hedging), support of accounting functions (e.g. monitoring of accounts receivables and credit management, external reporting tools required for local GAAP, bank and insurance companies), definition of the group?s control framework, projects for IT and process improvement, valuation of investment, monitoring of Capex and involvement in M&A projects. Responsible for energy management and GHG balance. Direct staff up to eight persons at two locations.
Responsible for financial accounting as authorised signatory (Prokurist), internal and statutory reporting (monthly, quarterly and yearly), cost accounting, accounts payables, sales administration and credit management with a direct report of 15 persons. Implementation of IT based data collection in the production and improvement of stock control. First contact partner for external auditors, tax consultants, fiscal authorities and lawyers. Management representative for energy, environment and sustainability (ISO 50001, 14001, REDCert).
Advisory services and audit related assignments for clients of various industries and size in Germany and within Europe. Focus on risk management, reporting, planning and controlling. Support of projects to migrate finance functions to shared service centre in Europe and Asia (e.g. long lasting project for the downstream business of a multinational company in combination with a SAP rollout under Sarbanes Oxley requirements). Responsible for revenue and project acquisition of a subservice line with direct lead of six persons. Project lead for up to 20 internal and external consultants.
Member of Dr. Burkhard Schwenker?s team (later on CEO of Roland Berger). Strategy projects, change management und TQM in various industries
Mathematical modelling of complex gas/fluid mechanics in chemical industries
1980 - 1981
Mandatory military service in German army, lance corporal for ammunition supply
Until 1980
Walram Gymnasium Menden/Sauerland (Abitur)