The interim manager was commissioned by a Deutsche Post spin-off as interim CFO. The company is developing a framework for service-oriented architecture (SOA). The SOA platform itself comes from Deutsche Post AG. The new company was to take over consulting, service and support for the product.
As part of his mandate, the interim manager quickly took over the areas of HR, legal and purchasing in addition to finance. His main task was to design and establish structures for the startup's commercial processes.
Designing and developing commercial processes
After its foundation, the spin-off quickly recorded its first sales successes. However, it quickly became clear that the processes did not meet the challenges of shareholders and stakeholders. Not only urgent processes such as the organization of financial accounting and the payment of taxes and duties had to be designed, but also all upstream and downstream processes.
By introducing account assignment and posting guidelines, the interim manager was able to establish uniform accounting processes as a first step. The accounting itself was initially outsourced. The introduction of a modern management information system (MIS) ensured reporting to the management and shareholders.
Integrated multi-year corporate planning developed as the basis for growth
At the same time, the interim manager worked with the managers to develop integrated, multi-year corporate planning as the basis for medium-term investments and the company's growth strategy. These processes created the basis for reliable business decisions.
As the company continued to grow, qualified employees were hired and the accounting department was brought back in-house. The interim manager also implemented a cash management tool that significantly improved the company's liquidity.
International expansion driven by successful completion of a merger
In another sub-project, the interim manager made a significant contribution to driving growth and expansion by successfully completing a merger. Following thorough market research, he identified potential investors for the international expansion.
As part of an ABC analysis, he promptly drew up a shortlist and sent out the teasers. Several international financial and strategic investors accepted the invitation to management presentations. In addition, the interim manager was responsible for setting up an electronic data room as well as a complication-free due diligence process.
In the further course, the interim CFO conducted fair contract negotiations. The Purchase & Sales Agreement (PSA) was drafted bilingually in consultation with the lawyers. The conclusion of a merger with a US investor was announced before the end of the year.
Mandate for post-merger integration (PMI) extended
Following the successful and timely conclusion of the merger, the interim manager continued the mandate for integration and reconciliation. Essentially, he harmonized the accounting processes and adapted the reporting structures to the new requirements. By introducing a cash pool, he was able to conserve liquidity. Established processes such as the company pension scheme were taken over.
New company is successful on the stock exchange after merger and internationalization
The merger of the companies meant that the product could continue to exist and the companies were merged. This increased presence enabled access to international customers and markets. The goal of "go-US" was achieved. The company (renamed) is still successful with the product today. Following the merger, the company is still successfully listed on the stock exchange today.
