Project examples

National Group of Healthcare/Medical branch consisting of Clincs, Medical support centers and medical practices of ophthalmology/eye care – Private Equity

Sales approx. 250 M€, approx. 50 legal entities, approx. 1,900 employees. Personnel responsibility approx. 40 employees

Successful introduction and control of an integrated budgeting, forecasting, reporting and business review process. Increase transparency, control, quality and trust towards PE- investors, banks, shareholders as well as internal and external partners
Controlling/coordinating the preparation of the group’s annual financial statements and consolidation of 50 legal entities (German GAAP)
Project Management of tax reviews/reworks with and avoidance of tax risks in terms of VAT and income tax
Structural realignment/strengthening of finance-, controlling- and procurement dept. and post-merger integration activities of the entire organization
Optimization of operational procedures and processes. Increase in productivity/efficiency, transparency and service quality
Optimization of service billing processes (EBM & GOÄ) and promotion of team performance/motivation and communication with clinicals, medical support centers and medical practices
Proactive handling/realization of M&A activities (buy & build), Asset Management and close collaboration with minority shareholders
Successful realization of special projects as ESG, Compliance- Risk- and supply chain law
Intensive and trusting cooperation with the PE-investor and external financing partners
Responsibility for commercial management of Finance & Controlling, asset management, taxes, risk and compliance management as well as Procurement and IT
Ensuring the current, timely preparation of closing activities BS, P&L, etc. according to German GAAP and consolidation at holding level
Development of deviation analysis and implementation of countermeasures to increase efficiency
Operational management and growth process of the group
Realization of synergies in the frame of different projects as, process analysis, re arrangement of processes and structures, implementation of SW tools, intensification of cooperation/communication with medical profession and management of shared service within the group

International Group of packaging industry and technology of aluminum-, aerosol-, cardridge- plastic and laminate products – Private Equity

Sales approx. 200 M€, approx. 1,400 employees. Personnel responsibility approx. 20 employees

Successful introduction and control of an integrated budgeting, forecasting, reporting and business review process globally. Increase transparency, control, quality and trust towards PE- investors, banks, shareholders as well as internal and external partners
Controlling/coordinating the preparation of the group’s annual financial statements and consolidation
Management of tax audits and avoidance of extensive additional tax payments.
Structural realignment of finance/controlling/administration and post-merger integration activities of the entire organization
Optimization of operational procedures and processes. Increase in productivity/efficiency, transparency and service quality. Promotion of team performance and motivation
Formation of a global group structure for the areas of Finance/Controlling, HR, IT, Risk-/Compliance management
Proactive handling/realization of M&A activities – International.
Special projects as (COVID-19;development of pricing concepts)
Intensive and trusting cooperation with the PE-investor and external financing partners
Responsibility for commercial management of Finance & Controlling, asset management, taxes, risk and compliance management as well as HR and IT on a global level
Ensuring the current, timely preparation of closing activities BS, P&L, etc. according to IFRS and consolidation at holding level
Development of deviation analysis and implementation of countermeasures to increase efficiency
Operational management and growth process of the group

International industrial group of mechanical engineering, automotive, aerospace and electronics – Private Equity

Sales approx. 250 M €, approx. 500 employees, personnel responsibility approx. 25 employees

Realignment and harmonization of the structures in the areas of Finance & Controlling at seven locations. Optimization of data transparency and service quality. Promotion of team performance and motivation
Successful implementation of an integrated budgeting, forecasting, reporting and business review process involving marketing, sales, purchasing, development, manufacturing and logistics in the EMEA region. Increased transparency, control, quality and trustbuilding towards internal and external partners
Managing the retroactive preparation of four financial statements of the company group
Management of two tax audits and avoidance of large tax back payments
Optimization of the cost and service portfolio in the area of administration by approx. 10% as well as the processes and transparency in the area of project and contract management by approx. 15%
Successful implementation of governance tools to ensure corporate compliance

International group in the field of production, technical service, quality & safety

Sales approx. 350 M €, approx. 200 employees, personnel responsibility approx. 30 employees

Implementation of the Global Shared Servcie and Control concept in the areas of Finance & Control and Human Resources
Successful realization of the transformation and integration process of the Group in the areas of Finance & Controlling and Human Resources
Control and optimization of the global budgeting, forecasting and reporting process. Reduction of process times and increase in transparency by introducing automated tools and management cockpits by approx. 20%
Successful leadership of the project team in the introduction of the new ERP system “Oracle” in the region of South Europe

International group of technical services, certification, advisory

Sales approx. 180 M €, approx. 300 employees, personnel responsibility approx. 60 employees

Creation of a sustainable network as a business partner Finance, with local business leaders and country managers at 14 locations in Europe
Formation of shared service structures as well as transformation and integration of the areas of Finance & Controlling, Procurement, HR, Law and Taxes, Administration
Successful harmonization of processes for Finance & Controlling. Creation of budgets, forecasts, reporting as well as conducting business reviews for the operational management of business units in Europe
Implementation of M & A projects, merger, carve-in, carve-out, JV’s
Management of relocation in Spain, Portugal, Italy, Croatia, Greece and Turkey
Successful optimization of processes in project, risk, compliance, contract management. Introduction of control mechanism, monitoring of processes and implementation of training measures with the specialist departments
Streamlining the organization. Optimization of costs, increase of efficiency and quality through benchmarking as well as negotiation with external cooperation partners
Accompaniment of the introduction of the ERP system “Oracle”

International group of energy industry, technical service, project management, advisory

Turnover approx. 170M €, approx. 260 MA, personnel responsibility approx. 20 MA

Successful implementation of M & A projects, mergers, JVs and steering the carve-out process in the Railway Technology Division in Norway, Denmark, Benelux, Germany and Switzerland
Post-Merger Integration of Finance & Controlling. Introduction of a uniform report structure and a management accounting system at eleven European locations
Efficient conduct of business reviews in the region to manage the operational business as well as the definition of measures and monitoring of the specialist departments
Successful adaptation and management of business planning processes, budgets and forecasts in three business areas of the region Europe
Implementation of the harmonization of employment contracts and remuneration structures at seven European locations as well as negotiations with works council
Optimization of project and contract management through successful introduction of standards, building block systems
Development of deviation analyzes and implementation of countermeasures to increase efficiency

International industrial group of microelectronics, telecommunications, software

Turnover approx. 80M €, approx. 200 MA, personnel responsibility approx. 20 MA

Successful accompaniment of the M & A process within the merger. Creation of the data room. Implementation of profitability calculations and plausibility checks. Preparation of planning scenarios as well as preparation and monitoring of contract negotiations
Leading the integration and harmonization activities for Finance & Controlling, HR, IT, Procurement from the European Company Group into a stock listed US Company Group. Conversion of accounting from IFRS to US-GAAP and establishment of SOX compliance
Successful project management in the implementation of the ERP systems “Infor.Com” and “Oracle”
Harmonization of contract structures in the area of HR as well as the introduction of bonus schemes and target agreements for employee motivation. Negotiations with the works council
Successful transfer of production relocations to external partners
Realization of cost reduction potentials in the procurement area by approx. 20%. Reduction of working capital by approx. 10% through successful contract negotiations and implementation of measures to increase efficiency and quality

Industrial group of measuring and control technology – Private Equity

Sales approx. 45M €, approx. 140MA, personnel responsibility approx. 10 MA

Successful development of sustainable and reliable cooperation with shareholders, financial investors, banks and the advisory board
Integration and harmonization of the processes and structures of Finance & Controlling, HR and IT within the corporate group and centralization in one location
Implementation of a controlling and management information system in the group to optimize corporate management. Increasing transparency and trust towards internal and external partners
Development of international procurement markets and successful reduction of procurement costs through the use of value analysis and benchmark by approx. 15%
Reduction of administration and administration costs by approx. 20% by leveraging synergies and realizing cost saving potentials
Successful implementation of the ERP system “MS-Dynamics / Navision” as well as realignment of the hardware structure
Project management at M & A, carve-out activities at two corporate investments. Successful in conducting due diligence and assisting sales negotiations

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