Small boutique investment company looking for company succession, start- / scale-ups and restructuring cases for long term investments with a hold strategy and the flavour of buy&build. After take over of a company actively engaging into the company by working out an appropriate growth strategy, increasing operational performance, fostering digitization and building high-performing teams.

Giving support to the next member of Dr. Grossnigg group of companies. Clear target to strengthen operational efficiency and hence bottom line. Main focus on financial transparency, streamlining production and improve logistics. Define growth path.

New challenge accepted within the industry of office furniture.Clear mandate to grow the business and make it more profitableTransforming the company and making it ready for the digital era100% entrepreneurial thinking and acting

After demerger responsible for establishing the new set up in all financial mattersManaging future growthEnsuring liquidity´Looking for new M&A TargetsValue creation by tight financial management

Establishing restructuring plan and implementation of restructuring measures to improve bottom lineEnsuring financingDefinition of new sales strategy to increase top lineEstablishing corporate reporting for sales, Project Management, operations and finance

Realizing restructuring and M&A Projects for various Clients in Austria and abroad

Responsible on Holding Level for the Areas of Finance (Group Accounting, Controlling, Treasury, Risk Management), Legal, Human Ressources and ITMain Tasks and realized Projects:- Definition of the mid- and long-term strategy within the team of the managing directors as well as deriving the planning assumptions for the units - Responsible for group planning, budgeting, forecasting on P&L level as well as on cash-Level- Ensuring worldwide transparency about the current status of the group as well as future risks and opportunities by judgement of strategic and operative options- Final responsible for fast and accurate closing of month, quarter, year-end according to IFRS, including decisions on valuation topics- Management of cash-cycles (purchase-to-pay, etc.)- Definition of group standards in reporting and accounting- Active Management of further profitable internationalisation: feasibility studies on the entry into new markets with main focus on Asia and South America- Valuation of potential acquisition targets and realization of financial and legal due diligences worldwide- Direct customer negotiations in Spain, Brazil and Italy - Ongoing reporting in IFRS to supervisory board- Initiation and realization of a group wide program to increase operational efficiency and hence profitability from 4 to 6%- Refinancing of the group by placing a corporate bond within several banks in the amount of 23 Mio. Euro- Integration of an acquired company in Germany (300 people) and Brazil (50 people) into TGW Group- Restructuring of a company that was purchased out of insolvency - Implementation of a state-of-the-art group wide HR management including the definition of a group-wide standardized bonus system- Conception and implementation of a customer-project-controlling across all locations - Foundation of units in Sweden, China, France- Compliance Processes within the core areas of Sales, Legal and Realisation

Establishment and improvement of Group Controlling and Group Accounting procedures and processesImplementation of a DatawarehouseImplementation of a consolidation SoftwareDefinition and putting into place a new methodology for Project Controlling of large customer contractsServing as an MD for TGW IbéricaOptimization of planning and budgetingMain Interface for Banks, Auditors, insurance companies

Establishing plan for merger of JTI and Gallaher entitiesElaborating mid-term Business planDefinition of the new product portfolio after an intense evaluation of the PortfolioCoaching of local finance staff

Expatriation to Turkey in the context of Gallaher´s market entry; responsible for the brown-field investment into a new factory for cigarette manufacturing (total invest > 20 MEUR)· Responsibility for Controlling, Accounting and IT (3 direct reports, total 8 employees)· Establishment of the mid-term business plan for the market entry· Definition of all relevant finance, IT and general administration processes within the organisation· Set up of proper product costing and cost controlling tools · Implementation of SAP B1· Calculation and setting of pricing scheme towards wholesalers

· Preparation of the divisional reporting including analysis of major deviations · Supporting affiliates in budgeting and forecasting· Successful, active working capital management (significant reduction of inventory and DSO)Realised special projects:· Restructuring of an affiliate in the wholesale business in Estonia· Finance responsible for the project of centralisation of the Austrian wide distribution network

Various projects for Mayr Melnhof Group in production related areas, such as:· Reduction of change-over times for a German producer of tin cans · Streamlining product portfolio for a German producer of carton-board packaging · Increase of production through-put for MM Graphia in the Ucraine