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► It is my aim to make businesses grow on a sound financial basis. ◄As an experienced and solution-oriented Finance Leader, I have demonstrated success in strengthening financial and operational efficiency, increasing profitability and productivity, and streamlining operations that boost business opportunities.I have a passion for shaping organizations and building capabilities complemented by proven results in implementing systems, developing emerging leaders, and driving cultural change to achieve positive financial growth.In my role as a Chief Financial Officer, I hold the responsibility of the company’s long-term financial situation, including controllership and treasury duties and the development of economic strategies and forecasting. I have obtained expertise in general management, private equity, merger and acquisition projects, and leveraged buyout transactions.STRATEGIC THINKER with a peripheral vision, thinking critically to reframe problems to get to the bottom of things and challenge current beliefs and mindsets. I develop processes and balance speed, rigor, quality, and agility, fostering open dialogue, building trust, and engaging with key stakeholders. After all, success and failure are valuable sources of organizational learning.CHANGE AGENT with proven history of communicating with compassion and integrity exceedingly complex issues to others in a way that is easily understandable to facilitate optimal decision making and find innovative solutions.BUSINESS PARTNER who can easily build rapport and engage with people and excels at building collaborative, cross-functional relationships that improve business outcomes. I lead by example to help inspire the commitment of team members to meet company goals and objectives.People are the most important assets. With focus, drive, and energy we can build successful businesses.════════════════════════════════════CONNECT WITH ME! ► martenjulius@yahoo.de════════════════════════════════════
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CeoKap Ag Sep 2023 - PresentFulda, Hessen, De -
CfoKap Ag Oct 2020 - Sep 2023Fulda, Hessen, DeAfter 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.
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Chief Financial OfficerInfiana Group Gmbh 2015 - Mar 2020In 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.
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Director Finance & Human ResourcesHuhtamaki 2009 - 2014Espoo, FiMy 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. -
Chief Financial Officer │ Head Of Finance, Controlling & Human ResourcesSmc 2005 - 2009Noblesville, 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. -
Head Of Operations Controlling EuropeMelitta 2002 - 2005Minden, Nordrhein-Westfalen, DeAfter 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. -
Head Of Finance And ControllingMelitta 2000 - 2002Minden, Nordrhein-Westfalen, DeI 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.
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Head Of Controlling DepartmentMelitta 1998 - 2000Minden, Nordrhein-Westfalen, DeTwo 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).
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Business Unit And Investment ControllerMelitta 1996 - 1998Minden, Nordrhein-Westfalen, DeI 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.
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TraineeMelitta 1995 - 1996Minden, Nordrhein-Westfalen, DeAfter 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.
Marten Julius Skills
Marten Julius Education Details
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The Wharton SchoolThe Cfo: Becoming A Strategic Partner -
Technische Universität DarmstadtBa In Industrial Engineering
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University Of DüsseldorfMathematics And Physics
Frequently Asked Questions about Marten Julius
What company does Marten Julius work for?
Marten Julius works for Kap Ag
What is Marten Julius's role at the current company?
Marten Julius's current role is CEO.
What is Marten Julius's email address?
Marten Julius's email address is m.julius@kap.de
What schools did Marten Julius attend?
Marten Julius attended The Wharton School, Technische Universität Darmstadt, University Of Düsseldorf.
What are some of Marten Julius's interests?
Marten Julius has interest in Cost Engineering, Finance Management, Feasibility Analysis, Corporate Finance, Liability Management, Cost Accounting, Financial Planning, Project Financing, Leveraged Buy Out, Trend Analysis And Planning.
What skills is Marten Julius known for?
Marten Julius has skills like International Finance, Finance Management, Team Leadership, Private Equity, Risk Management, Strategic Planning, Corporate Finance, Mergers And Acquisitions, Compliance Controls, Corporate Development, Leveraged Buyout, Risk Assessment.
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