Re-Structuring & Growth CFO

2/2019 – 12/2021

Finanzielle und Operative Restrukturierung eines PE-Portfoliounternehmens der Charterhouse Capital Partners (GB / London), Elektrotechnik, Steuerungstechnik, Kommunikationstechnik und Apparatebau für explosionsgeschützte Anwendungen, Internationale Gruppe, 290M EUR Umsatz, 1’700 MA; die finanzielle Restrukturierung (Umschuldung, Schuldenschnitt, Refinanzierung, Kapitalerhöhung) wurde im November 2019 erfolgreich abgeschlossen.

Finanzen (allg.)

10/2017 – 2/2019

- Ursachen für anhaltende Verluste eingegrenzt auf operative Schwachstellen in den deutschen Tochtergesellschaften der Gruppe, sowie die hohen Materialkosten in der Gruppe (Einkauf) und die Zunahme der Organsationkosten bei den Gruppen-Funktionen (Management Overheads)
- Definition und Verfolgung von Massnahmen-Portfolios zur Beseitigung von operativen Schachstellen und zur Verbesserung der Liquiditäts- und
- Ertragssituation (PMO)
- Mitarbeit an externen Gutachten für die Banken
- Vorbereitung und Durchführung von Bankentreffen
- Abstimmung eines Stillhateabkommens mit den Banken
- Umsetzung der Massnahmen zur Verbesserung der Planung, der
- Ergebnisvorhersage, des Berichtswesens und des Projektcontrollings
- Vorbereitung und Umsetzung von Massnahmen zum Personalabbau

Finanzen (allg.)

8/2014 – 10/2017

• Develop a turnaround / restructuring plan (*shrink to grow”), reduce legacy capital structure risks
• Reduce Working Capital (10M EUR achieved) & divest non-core activities to temporarily improve cash flow
• Reduce Conversion Cost (manufacturing footprint, efficiency, labor cost in FIBC confection) (5M EUR achieved)
• Reduce Sales & General Administration Cost (from >15% of sales to <10% of sales)
• Improve Business Case and Post Implementation Review for Growth Capital Expenditure / Growth Model
• Implement Price / Margin maintenance and Standard Costing
• ERP implementation
• Build procurement for 3rd part finished goods contract manufacturing, improve plastic resin procurement

Finanzen (allg.)

10/2011 – 8/2014

• Legal Re-Structuring in Group Holding Company
• Bank Relationships, Funding and Re-Allocation of Shareholder’s Funds for expansion and new investments
• Consolidated Budget, Accounting and Reporting
• Business Case / Feasibility for new investments, presentation to banks
• Investment into new manufacturing plant in the US, tax & legal structure, investment incentives

Finanzen (allg.)

11/2009 – 10/2011

- Leading Swiss Fruit / Infant Nutrition Company, privately owned, Jams/Beverages/Infant Products
- Member of the Regional Management Team
- Responsible for Finance & Controlling, Supply Chain (Procurement, R&D, Production, Logistics, Quality), IT and HR with over 500 employees
- High growth unit, local production and Group/3rd party sourcing
- Manage the impact of exponential growth on production capabilities, capacity and efficiency
- Manage the enlargement of the local production facility with a significant upgrade in capabilities and capacity
- Optimization of the processes within Supply Chain and Production Units, Finance, HR and IT
- Act as a sparring partner for the local Managing Director and the Swiss Regional Vice President
- Control and provide all relevant financial data
- Develop and retain local talent in Supply Chain and Finance

Finanzen (allg.)

8/2008 – 11/2009

•2nd largest scandinavian beverages company, beer/softdrinks/water
•Group Responsible Finance, Member of Executive Committee
•Denmark, Nordic, Border & Tax Free, Poland, Baltics, Italy, Malt &
Overseas Markets, Supply, Group Functions
•Responsible for
- Planning & Reporting
- Business Controlling Business Units
- Group Debtors
- Business Controlling Marketing & Sales
- Group Investments
- Business Controlling Supply & Logistics
- Group Shared Services
•Direct Line to 5 Business Unit Finance Directors, 4 Group Controllers, 1 Shared Service Center Manager
•Business Improvement and Restructuring Projects in Denmark, Poland, Group Debtors, Stocks, Business Cases for Investments

Finanzen (allg.)