In my role as Head of Commercial Controlling, I lead the financial strategy and commercial oversight for our business operations, ensuring robust financial performance and strategic alignment. My experience and responsibilities have naturally evolved, allowing me to contribute more significantly to our organization's success.Key Responsibilities:Strategic Financial Leadership: Drive the commercial financial strategy, overseeing revenue management, profitability analysis, and strategic pricing initiatives to support business growth and market competitiveness.Financial Planning & Analysis: Lead the budgeting, forecasting, and long-term financial planning processes, ensuring alignment with business objectives and delivering actionable insights for decision-making.Business Case Development: Evaluate and develop comprehensive business cases for new initiatives, ensuring financial viability and strategic fit, and presenting recommendations to senior leadership.Team Leadership: Manage and mentor two teams responsible for the B2C and B2B business controlling activities, fostering a culture of continuous improvement and professional development.Performance Management: Monitor and analyze key performance indicators (KPIs), driving initiatives to optimize financial performance and operational efficiency.Stakeholder Management: Collaborate with internal and external stakeholders to align financial strategies with business objectives. Actively participate in two business management teams: the B2B MT and the B2C MT.

- Financial Business partner, responsible for strategic and financial planning process, business cases, and costs programs for B2C Business Unit (1.5B revenues, 800M EBITDA). - Key stakeholder during the M&A transaction (>5B) of T-Mobile Nederland from Deutsche Telekom to APAX and Warburg Pincus (e.g., business plan, commercial & financial due diligence).- Led the relocation of financial processes to Moldova, maintaining momentum in the HQ team with zero employee turnover.- Established a learning and development platform, upskilling 40 colleagues in finance skills.- Team management (10 FTE), transformed the department by integrating financial control, resulting in better end-to-end finance processes and zero attrition of key talents.

- Achieved best-in-class FP&A process with a 99% accuracy rate (>500M revenues)- Provided scenario analysis and strong business case support for major business transformations.- Led the financial post-merger integration of T-Mobile Nederland and Tele2 Nederland within the Consumer Marketing department.- Team management of 6 FTE.

- Analyzed and evaluated business cases, contributing to strategic decision-making.- Developed and oversaw monthly reporting for executive-level decision-making.- Played a key role in the Consumer Marketing Management Team, ensuring transparency between strategic choices and financial performance.

- Spearheaded growth and value strategies, with a focus on Channel Management and Pricing.- Calculated business cases for optimized net base growth, integrating Decision Making Analysis.- Acted as a key liaison between controlling, marketing, and sales teams, steering budgets and fostering collaboration.

- Analyzed product and customer profitability, specializing in comprehensive Business Analysis.- Delivered key KPI reports to department and company directors, with a strong emphasis on Forecasting.- Led in-depth financial analyses, concentrating on Financial Control and Performance Management.

Myler was the fastest growing company in the Netherlands by that time. The company was a corporate start-up set up as a joint venture of Achmea and Numa. The years 2013 and 2014 were turbulent for Myler with the buyback of equity from Achmea as well as preparing the memorandum for potential new investors.- Drove forecasting and budgeting processes, placing a primary emphasis on Revenue Forecasting.- Contributed to M&A activities, focusing on Cost Control and Sales Control.- Reported to the management board and shareholders, concentrating on FP&A and Growth Planning.