financial management of 5 production units, leading team of 17 people including IT, 7 direct peers, reporting, budget and forecasting process, CAPEX procedure, SoD procedure management, costing structure management and development, implementation of production management system

change of the company structure with orientation to export jobs requirements, staff reduction and top management restructuring, “re-start” of basic company processes, implementation of Rosatom group standards into company, company management

due diligence process with Russian owners, structured financing of the company and construction projects, change to russian group reporting standards, change to automated internal reporting system, change of team structure in Financial department

change of financial structure of the companyattract for new investors and sell the companybuild-up Information Memorandumprepare financial documentation in international standards (IFRS)strategic planning and its presentation to investorsdealing with investors/owners to proceed the final transaction

financial management of 3 breweries and Supply chain dep‘t (Procurement), financial supervisory of commodity purchasing, consumption modeling/forecasting, production efficiency, benchmarking, managing financial team of 6 direct reports incl. remote management at 3 sites, active role in various Production cost efficiency projects and new product development projects, full responsibility for monthly P&L closure and reporting to company top management, report writing, active participation on training course „Finance for non-financials“ training about 100 managers from non-financial area, team re-structuring and optimization

Starting as a controllerFinancial Manager plant Zebrak, Czech RepublicFinancial Manager Czech Republic - 4 production plantsgreen field projects Zebrak, OlomoucIS implementationset-up basic financial processes at green fieldIFRS/US GAAP reportingmember of "Kappa young managers" talent team in 2005stage at Ashridge University