• Business Partner for VP & GM Western Europe
• Developed new strategy for Finance and Commercial Organization with Sales BP
• Restructured Western Europe Finance team and align with commercial structure for 2024
• Improved closing and reporting speed and reliability by focusing on automation
• Reduced Working Capital, stabilized margin

Major Learnings: 

• Leading a large, multinational team through significant change

• Improved Cash Flow and profitability
• Created timely, accurate and reliable closing (HGB and IFRS), reporting and KPIs
• Restructured IT and prepare SAP HANA introduction
• Responsible for Finance, IT, risk management, and Insurances

Major Learnings: 

• Creating transparency

• Successful upgrade from Hyperion to OneStream for whole group
• Developed system-based price reporting to drive two-digit price increases and bottom slicing
• Improved Sales margin forecasting and analysis by creating a BI tool directly linked to SAP
• Reorganized FP&A and Data governance teams to align with shifting demands
• Expanded on and introduced standard work across regions and plants

Major Learnings:

• Developing and managing several Finance organizations globally
• Global data governance and management
• Operational excellence

Head of Global Operational Finance: 01/2018 ? 07/2021, Director Finance America, Asia, Rest of World, and Global Flexibles: 07/2017 ? 12/2017, Director Operations Controlling Europe and Asia, 07/2016 ? 06/2017

• Decreased production cost per kg by 4.5% by using lean and Six Sigma tools in first year
• Reduced indirect spend by 5% using benchmarking, renegotiation and standard work
• Enabled strategic 15M EUR investment for the introduction of a new product line in North America
• Raised ?30M of acquisition synergies in logistics, commodity purchasing and reductions in force
• Improved product margins by customer analysis, creation of new dashboards, and bottom slicing
• Integrated ?50M acquisition into finance organization within six months inclusive of SAP upgrade
• Designed and implemented SAP standard costing for the group
• Reevaluated and aligned KPI framework to align with strategy and to incorporate acquisition
• Developed and implemented new global SAP reporting and consolidation tool for legal (HGB and IFRS) and management reporting within timeline and budget aligning IT with Finance strategy
• Restructured global finance organization to support new Finance strategy
• Supported CFO in 2 bn Euro refinancing
• Supported conversion to US-GAAP for IPO preparation at C-Level and with outside stakeholders

Major Learnings:

• Bringing together teams with conflicting goals to create value
• Navigating a highly political landscape during a major change project
• PMI Integration as a key team member in a large scale 600 M? acquisition
• PMI integration leader on a medium scale with 50 M? site in Turkey

Major Learnings:

• Developing and managing a global Finance organization
• Cross functional strategy deployment
• Restructuring of a functional area (R&D)
• Strategic approach to purchasing

• Increased profitability and cash flow by initiating and leading move of product lines with divestment of a site
• Won major contract by redesigning part of the plant layout and suggesting specific technical innovation
• Introduced product line margin analysis and forecasting
• Initiated and lead Oracle implementation as new state of the art accounting and controlling system
• Introduced Kanban in the nut-production part of the plant

Major Learnings:

• The value of the Danaher Business System
• IT management and IT system dependency
• Importance of standard work