More about the interim manager
The interim manager is a proven expert in taking financial organizations that decisive step forward. At the same time, he manages the changes in such a way that all relevant financial functions are maintained without any loss of quality. He manages such efficient (infrastructure) projects primarily for internationally operating production companies (mechanical engineering), in e-commerce and IT companies.
In addition to a German degree in business administration, the interim manager holds a Bachelor of Arts (Hons.) in Finance and Accounting from the UK. In his career, he has mainly worked as head of financial organizations (CFO, commercial director, division manager). His focus is on financial statements (HGB, US-GAAP, IFRS) and controlling functions (budget, forecast, profitability, cost optimization). He also has excellent expertise in purchasing topics, treasury, compliance (SOX), facility and fleet management as well as customer finance.
The interim manager's field of activity was medium-sized units. These also include units of international corporations in the manufacturing (mechanical engineering), services and e-commerce sectors as well as start-ups. He has directly managed organizations with up to 60 internal and 30 external employees. His teams have also included employees from group matrix organizations and shared service centers. However, he has also worked with smaller teams of two to five employees and completed tasks without additional support.
He has particularly extensive experience in unusual corporate situations, such as the development of new lines of business, in times of extreme growth, reorganizations (mergers, introduction of shared service centers, savings programs) and even complete closures.
Based on his in-depth knowledge of accounting and controlling, he quickly became interested in jobs in which he could manage challenging projects in addition to day-to-day business after his initial positions in auditing. Examples of this include the development and expansion of financial organizations, IPOs, company mergers, the introduction of new IT tools and the introduction and management of shared service centers.
His career path has shown him that success is not achieved alone. An important success factor is always bringing together and motivating the right employees to form a team. Employees should be given as much personal responsibility and scope for decision-making as possible. For him, it is also important for the team to be available at all times - for quick decisions and answers to open questions.
