Interim- and reference projects

2009-2011 Interim Manager - PMI & CO
Lantiq - International Technology Group (Mid-Cap), Munich, Germany / Tel Aviv, Israel

Group with approx. 1.000 employees / EUR 400m revenue / 14 LE /PE ownership.
*Post Merger Integration (Israel legal entity)
*Set up R&D and Business Unit Controlling
*Set up Management Reporting
*Re-organization of Financial Controlling Department
*CFO Advisory
2012-2013 Interim Manager - Global Projects
OSRAM Opto Semiconductors GmbH, Regensburg, Germany and Penang, Malaysia

Business Unit (Revenue EUR 900m) of OSRAM AG (MDAX / approx. 40.000 employees / EUR 5bn revenue
*Set-Up of Rolling Forecast Process
*Enhancement of Production & Inventory Controlling System
*Set-Up of new Management Reporting für Revenue and Purchasing
*CFO Advisory
2013-2015 Interim Head of Finance and Controlling
KUKA Roboter GmbH (Automotive, T1 & General Industry), Augsburg, Germany

Number of member responsibility: 22
Business Group (Revenue EUR 750m, 20 Sales Units, 3 Production Units) of KUKA AG (MDAX / Revenue EUR 1,8bn)
Development & Implementation of Sales Entity & Financial Control Performance Dashboards
Development & Implementation of Conceptual Framework for Inventory Optimization (target range: EUR 20m - 30m)
Developed New Conceptual Controlling Framework for R&D Organization
Successful Handover
2015-2018 Interim Manager - Global Projects
OSRAM Opto Semiconductors GmbH, Germany, Malaysia, China

International Project Lead Assignment
Setup of Global Manufacturing Controlling Function in Asia (including hiring in Malaysia)
Global Process-Optimization (Development of Conceptual Framework & Implementation of
• New Product Costing /
• New Inventory Valuation /
• New Forecast Blueprint - all factories
• Pre-Selection of new integrated planning and forecasting software tool plus implementation partner (requirement definition, longlist, shortlist, showcase organization & reference customer talks with Linde, BMW FS, Merck, AUDI, BOSS - and conceptual support for business case setup for the entire OSRAM OS group)
2018-2019 Interim CFO
LATEXX Partners Bhd / Semperit AG, Malaysia

Number of member responsibility: 11
Turnaround / Restructuring Assignment - starting point (11/2018): loss making, high people turnover and absentees, poor operational efficiency, poor product quality, high inventory (including high risk stock and poor stock management), poor data availability, poor communication, low capex

Achievements / Status (2019):
operational and financial turnaround successful (significantly improved OEE and Product Quality, less people turnover, less absenteeism, improved communication structure and frequency,from loss making 2018 into profits from 2nd half of 2019 onwards.

2020-2021 Interim Head of Finance & Treasury
HABA Firmenfamilie, Bad Rodach, Germany

Number of member responsibility: 28
Set Up new Treasury Function
Introduction of new payment software (HVB ebanking prime)
Avoidance of negative interest on deposits / negotiation of deposit limits
Reorganisation of Accounting Departments
Introduction of new Financial Closing Software (BOARD)
SAP S4 / HANA Implementation - Phase 1
Successful Selection and Onboarding of new statutory auditor for the foreign entities
Introduction of "Financial Reviews" with foreign subsidiaries
Development of the first corporate investment guideline
Successful Handover
2022-2022 Interim Head of Production and Supply Chain Controlling
Maxeon Solar Technologies Corp., Singapore / Malaysia

Number of member responsibility: 22
 Improved COO Quarterly Performance Review - Structure & Content (Manufacturing Sites, Supply Chain/ Purchasing, Quality Management, Product Development)
 Aligned Set-Up of Operations - Key Performance Indicators (KPI)
 Reorganization of Controlling Teams