Leading the commercial area consisting of Accounting, Controlling, HR and IT with a total of 8 people.Leading a cross-functional restructuring project for a business unit:Analysis of the entire company with a focus on sales, production, development and purchasing, identification of improvement potential and development of measures to improve results.Development of improvement measures in the areas of sales, development and production for each product and customer of the business unit to be restructured. First measures resulted in price increases as well as the relocation of the products of one market segment to another production line. The latter will lead to remarkable annual production cost savings.Proposals for the definition of a vision for the company as well as the redesign of the company website.Sensitivity analyses in connection with considerations regarding the discontinuation of a market segment, as well as the determination of intra-group transfer pricesAccounting / Controlling:Breakdown of the income statement and annual planning by business unit due to the lack of a cost center accounting system and monthly commentary on the results by business unitImplementation of analysis tools, e.g. ABC-XYZ analyses, with the aim of monitoring and improving customer and product profitabilityMonthly analysis and commentary on production performance for each production lineRevision of product costing method with a view to create appropriate transparency in the calculation and proposal of cost-covering sales pricesReduction of inventories of raw materials and finished goods older than 12 months through regular follow-up, documentation and implementation of agreed measuresBusiness analysis of competitorsHR: Elaboration of a proposal for the implementation of variable salary components on basis of uniform corporate key figures.

Leading the area Finance & Services consisting of the departments Finance & Accounting, Controlling, Human Resources, IT and the SAP S/4 HANA implementation project as well as the function Legal with up to 34 employees in total and 6 direct reports.Supporting the management and other areas in achieving corporate goals by providing dedicated services and information.Establishment of the subsidiary in Singapore as a distribution center for Asia which became fully operational in a six months time period, coordinating the search for the managing director and supporting him setting up the structure and operational processes involving external service providers.Measures implemented in Finance & Controlling:Reorganisation of the Accounting & Controlling departments to create transparency and efficient processes, taking internal controls into account.Definition and introduction of uniform key figures for corporate management, introduction of a new internal management reporting system for the group companies and conversion of the consolidated income statement from the total cost to cost of sales method.Coordination of transfer price documentation, reorganisation of operative transfer-pricing management and introduction of license fees to subsidiaries considering tax-optimizing aspects.Introduction of a group-wide cash cycle achieving savings of 189 k EUR.Measures implemented in HR:Introduction of a company pension scheme for non-tariff employees by means of salary conversion with employer contribution via a company-owned provident fund.Introduction and implementation of a grading system (Hay Group) for non-tariff employees to assess the competitivness of their salary packages.Implementation of a remuneration model with variable remuneration according to uniform company key figures for non-tariff employees.Member of the Steering Committee regarding the introduction of SAP S/4 HANA for all modules planned to go live in July 2019.

Leading the European Controller Pool with 5 direct reports across various locations, ensuring Financial Planning and Analysis as well as project support to the business units and the regional management. Promotion of cross BU knowledge exchange among its members. Project leader of the spin-off of amine and amine derivates business , forming the German JV company Global Amines Germany GmbH. Participation in global carve-out projects in the course of the sale of the Textile and Paper Chemicals businesses, leading the European controlling work-stream, as well as in the course of the sale of the Leather Chemicals business as Regional Separation Manager.Contact for European Heads of Finance for any kind of issues. Between January 2013 and December 2014 in addition General Manager of Clariant Masterbatches Germany GmbH, with overall responsibility for the legal entity and especially for the areas of Finance, Controlling and Compliance.Business partner for the business unit management as well as department heads of the legal entity, leading 3 employees (no direct reports).Supplier management in the course of payments and improvement of communication and processes with the Shared Service Center in Poland.Critical review and approval of credit appropriation requests.

Responsibility for the whole Finance area including Accounting, Controlling, Reporting, Treasury, Customer Credit Management, AR & AP management, Transfer-Pricing and Taxes.Leading the Finance department with initially 32 employees and acting as a business partner for the 10 business units in Indonesia not only in Finance-related issues.Organizational changes and implementation of system-supported, effective and efficient procedures e.g. in the areas Credit Management and Customer Billing led to significant reduction of workload, costs and staff.Optimization of the financing structure in Indonesia and financial integration of the 2 acquired companies of Süd-Chemie group in Indonesia resulted in significant savings of bank interests and bank charges.Active and tax-effective transfer-pricing management with significant tax savings on group level.Successful completion of a tax audit with strong focus on transfer pricing.Feasibility study for the establishment of a Financial Shared Service Centre for Asia/Pacific.Initiation and leader of a regional project regarding automation of invoice verification and accounts payable posting for intragroup transactions between group companies in Asia/Pacific.

Responsibility for the whole Finance area including Accounting, Controlling, Reporting, Treasury, Customer Credit Management, AR & AP management, Transfer-Pricing and Taxes.Leading the Finance departments of 3 group companies in Korea with initially 15 employees and acting as a business partner for the 4 divisions in Korea not only in Finance-related issues. Organizational changes like the conversion into one Country Finance organization and implementation of efficient and system-supported procedures led to significant reduction of manual workload, costs and staff. Implementation of system-based and effective Customer Credit Management procedures. Optimization of the financing structure of the 3 Korean group companies. Elaboration and implementation of a tax-effective supply chain model with improved business flows, transparency, effective internal controls and tax savings. Active transfer-pricing management Participation in a successful business spin-off and leader of a successful sell-side M&A project.

Controlling of group companies in Europe including critical reviews of the (IAS-based) monthly financial reporting, capital appropriation requests and annual budgets.Scenario-, gap- & trend analyses / Benchmarking. Support and consultancy of local finance organizations in any kind of questions or requests. Participation in corporate projects e.g. regarding implementation of worldwide guidelines (e.g. for slow-moving inventories), disposal of businesses, impairment of goodwill as well as the optimization of tax & business structures (e.g. setting up principal structure in Switzerland, design of an export-import model). Co-ordination of annual budget processes as well as efficiency improvement programs.

Management of operational audits of group companies in Europe, Latin America and India, leading a team of 1 to 4 auditors. The audited areas included Finance & Admin, Materials Management, Marketing & Sales, Human Resources as well as investments in fixed assets. Furthermore, these audits included a review of IT-systems (operational procedures, internal controls and authorization concept) in the audited areas.

Participation in operational audits of group companies in Europe, USA, Latin America and India. The audited areas included Finance & Administration, Materials Management, Marketing & Sales as well as investment in fixed assets. Furthermore, these audits included a review of IT-systems (operational procedures, internal controls and authorization concept) in the audited areas.

Participation in / planning and management of audits of annual financial statements from Argentine production and distribution subsidiaries of multinational companies e.g. Mercedes-Benz, Siemens, Osram, Merck, BMG, according to Argentine GAAP as well as German and US-GAAP based accounting manuals. Furthermore:• Review of internal control systems. • Analysis of financial statements in the course of “due diligence reviews”.

Participation in audits of annual financial statements according to German commercial law and cooperative law, latter including audits of the economic relations and business management in cooperatives.