Marten Julius Email & Phone Number

Fulda, Hessen, De

Fulda, Hessen, De

After playing a pivotal role in selling the Infiana Group in a secondary buy out and after supporting the post merger project into the organization of another portfolio company, I took on a new position at KAP AG as CFO .KAP AG is a mid-sized industrial group with approximately 3,000 employees. Active in the segments engineered products, flexible films, it/services, surface technologies and precision components we develop innovative industrial products and technological solutions for a broad international customer base.

In 2014, Huhtamaki Group decided to divest its business division Films Global. Together with the Chief Executive Officer and the Chief Innovation Officer, I played a key role in managing the leveraged buyout transaction. A new private-equity-sponsored independent company was founded, and we named it “Infiana.”The process to become independent included the implementation of financial services that were formerly provided by Huhtamaki Group, such as treasury—particularly important for a private-equity-owned company—tax, and legal services.As the CFO of Infiana Group, my responsibilities comprise Finance, Controlling, IT, Purchasing, and Business Excellence. Playing a pivotal role in the global management team for all financial issues, I am providing vital contributions to all major business decisions.After becoming a standalone company, we decided to divest the production site in Brazil. Major investments in the company’s capacities worldwide have been initiated and various acquisition targets have been analyzed.Since the constitution of Infiana Group, it has surpassed all financial objectives.

Espoo, Fi

My time at SMC was an excellent experience, but I wanted to assume more international responsibility in a growing environment. So I took on a new position at Huhtamaki in their business segment Films Global. The company had its headquarters in Finland; other subsidiaries of the business segment were located in the U.S., Germany, Brazil, and Thailand. My responsibilities included Finance, Controlling, HR, IT, Purchasing, and Business Excellence.As the global business structures needed to be aligned, the finance processes were restructured and synchronized to improve internal control, quality, and transparency—core KPIs, strategic and monthly reviews, price tracking, etc.A few years after my incorporation, a new “greenfield” production site was established in Thailand, following our growth strategy in Asia for hygiene products. We also acquired a company in Brazil to further strengthen our global market position. Establishing a global purchasing department and rejuvenating Business Excellence programs were key to being able to select and support profitable projects.

Noblesville, In, Us

● Chief Financial Officer, (2008–2009)● Head of Finance, Controlling & Human Resources, (2005–2007)After working for more than 10 years at Melitta, I felt it was time for a change of scenery. As a Member of the Executive Team of SMC Pneumatik GmbH—a subsidiary company of the world market leader in pneumatics with 700 employees in Germany—I took on responsibility for Finance, Controlling, IT, Purchasing, Human Resources, Facility Management, and Quality Management with >30 employees.To unfold savings potential and further increase efficiency of the European-wide leadership, such as resource and material planning, product data management, project management, manufacturing, financial controlling and management, an ERP system (Movex) was integrated. I was playing a leading role especially for the IT and Finance department—analysis, planning, and detailed management views of the organization's key business processes for effective time accounting, cost accounting, product costing, budgeting, and cash management.The reorganization of the HR department resulted in the rapid implementation of new corporate strategies to increase market share and was achieved through the constant presence of sales representatives. To accomplish this goal, it was necessary to recruit and incorporate 200+ new employees. Thus, new recruitment processes were defined, new trainee programs designed, and innovative team-building concepts were created to match the growing demand.Since the headquarters were based in Japan, the Japanese Sarbanes-Oxley Act (J-SOX) compliance was introduced to control the financial reporting and protect investors by improving the reliability of corporate disclosures. As a result, we adapted many business processes in order to comply with the new rules.

Minden, Nordrhein-Westfalen, De

After the Melitta Group had decided to split the Controlling Department, the Operations Controlling Department was created and provided in-house consultancy for large-scale projects, including product launches, M&A activities, business process optimization, and economic assessments. I led a team of 11 employees with European-wide responsibility of controlling and enhancing all operational processes and the supply chain management in Germany, France, Poland, and Spain.The financial processes were aligned throughout Europe to achieve an equivalent transparency and improve the accuracy of all forecasting calculations to be able to identify and communicate suitable countermeasures.As Melitta wanted to become a more efficient and effective customer and performance-oriented organization by using the Open System Experience (OSE), a change of the corporate culture was important and necessary. The first participants to attend the training, like me, were converted to become trainers themselves. In my new key role, I trained various groups with approximately 30 participants during 1 week. The efforts significantly improved processes, project management, and project handling systems in all areas of business.

Minden, Nordrhein-Westfalen, De

I took on a new management role responsible for the finance and controlling activities of the German production plant. I served as an important interface to ensure a smooth management of all processes, manage and mediate conflicts, and identify and address collaborative working issues.A great challenge had been to maintain the operational and financial functionality of the accounting and controlling duties after the simultaneous withdrawal of team members without prior transfer of the work contingent.

Minden, Nordrhein-Westfalen, De

Two years later, I was promoted to lead the controlling department of the “coffee enjoyment” business segment with production plants in France and Germany, developing and optimizing cost and production controlling. Throughout the optimization process all shift models were reviewed, analyzed, and monitored; in addition, the influence of the production costs was considered to regulate the output and achieve set objectives. I played a key role in the ERM-migration (SAP).

Minden, Nordrhein-Westfalen, De

I was selected to administrate the accounting operations of the strategic business segment “Coffee Enjoyment,” maintaining accounting records, evaluating financial reports, and ensuring that reported results complied with accounting principles, policies, and procedures and international financial reporting standards.

Minden, Nordrhein-Westfalen, De

After having graduated from university, I started a trainee program at Melitta with core areas in finance, controlling, accounting, production planning, and sales. The training included a 3-month internship at its European subsidiary in Paris, France. Nevertheless, after 1 year the company had a strong internal demand to cover a position as Controller.

The Cfo: Becoming A Strategic Partner

Ba In Industrial Engineering

Mathematics And Physics