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Small, fine selection of my bridging in finance

Dachser SE & Co. KG, Kempten: Interim Head of Corporate Accounting

Sector: Logistics | Group turnover: approx. € 7 billion | Employees: approx. 31,000 | approx. 220 consulting days

  • Head of Corporate Accounting with a direct reporting line to the CFO / Managing Director Finance, Legal and Tax.
  • Management of 70 employees in a direct line, 7 department heads, as well as overall technical responsibility for approx. 300 employees who are decentralized in the areas of accounting and bookkeeping from German locations and the subsidiaries in Germany and abroad.
  • Overall responsibility for the sub-areas of consolidated financial statements, individual financial statements and accounting systems, asset accounting, accounting of the main office and central partner reconciliation, accounting services for smaller subsidiaries and purchasing for the main office and all German locations.
  • Responsibility for the scope of consolidation with around 140 subsidiaries.
  • Conversion of the company into a European stock corporation SE.

DeguDent GmbH (formerly Degussa Dental GmbH), Hanau / Dentsply International, York, USA: Interim Head of Group Accounting, Interim Project Manager/Responsible

Branch: Dentistry | Group turnover: approx. € 245 million | Employees: approx. 800 | Group integration: Spin-off from Degussa AG. Acquisition and affiliation as a subsidiary of Dentsply International, York, USA, SEC-listed parent company, USA | approx. 400 consulting days

  • Implementation of post-merger integration and M&A
  • Project planning and control Acquisition, US GAAP conversion, SEC requirements, Corporate Financial Manual
  • Restructuring of the accounting and controlling departments after the acquisition
  •  Interim project manager/responsible for Sarbanes-Oxley implementation

Emery Oleochemical GmbH, Dusseldorf | Emery Oleochemicals Group, Malaysia: Interim project manager/person responsible

Industry: Production of special fats | Turnover GmbH: approx. € 308 million | Employees: approx. 380 | Group turnover: approx. €1,250 million | Employees: approx. 1,100 | Emery Oleochemical GmbH: spin-off from Henkel AG & Co. KGaA, Düsseldorf approx. 240 consulting days

  • Implementation of post-merger integration and M&A
  • Development, analysis, testing, optimization and documentation of company-wide processes and internal control systems in all areas of finance and accounting
  • Development of independent financial reporting after spin-off and after carve out from Henkel AG & Co.
  • Creation of Group-wide Group Controlling Guideline for parent company in Malaysia.
  •  Creation of Group Manufacturing / Cost Accounting Guideline for parent company in Malaysia.

Fendt GmbH (AGCO GmbH): Interim project manager/person responsible for post-merger integration

Industry: Tractors / agricultural machinery | Group turnover: approx. € 700 million | Employees: approx. 3,000 | approx. 180 consulting days

  • Implementation of post-merger integration as part of the company acquisition by AGCO, USA
  • Conversion of accounting to US GAAP
  • Implementation and integration of the accounting and accounting requirements of the International Corporate Financial Manual
  •  Adaptation of internal guidelines and development of reporting structures including form sets for internal and external group reporting to the group specifications of the new US parent company

Georg von Holtzbrinck GmbH Verlagsgruppe, Stuttgart: Interim project manager/responsible for IFRS conversion

Industry: Publishing | Group turnover: approx. € 2,145 million | Employees: approx. 13,800 | approx. 160 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  • Adjustment of internal reporting (controlling) to external reporting (accounting)
  • Conception and implementation of reporting structures including form sets for internal and external group reporting
  • Creation of group-wide accounting manual according to IAS/IFRS (Accounting Manual) as well as group-wide training of all heads of accounting and controlling.
  •  Definition and determination of group control parameters according to IAS/IFRS for the group board

SKW AG, Trostberg: Interim project manager/responsible for IFRS conversion

Branch: special chemicals | Group turnover: approx. € 3,600 million | Employees: approx. 18,000 | Group structure: approx. 350 subsidiaries | Group integration: membership as a subsidiary of the VIAG Group | approx. 320 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  • Adjustment of internal reporting (controlling) to external reporting (accounting)
  • Conception and implementation of reporting structures including form sets for internal and external group reporting
  • Creation of group-wide accounting manual according to IAS/IFRS (Accounting Manual) as well as group-wide training of all heads of accounting and controlling.
  •  Definition and determination of group control parameters according to IAS/IFRS for the group board

VIAG AG (E.ON. AG) Munich/Düsseldorf: Interim project manager/person responsible for IFRS conversion

Sector: Energy | Group turnover: approx. € 19,400 million | Employees: approx. 81,000 | approx. 120 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  • Adjustment of internal reporting (controlling) to external reporting (accounting)
  • Conception and implementation of reporting structures including form sets for internal and external group reporting
  • Creation of group-wide accounting manual according to IAS/IFRS (Accounting Manual) as well as group-wide training of all heads of accounting and controlling.
  •  Definition and determination of group control parameters according to IAS/IFRS for the group board

Webasto AG, Stockdorf/Munich: Interim project manager/responsible for IFRS conversion

Sector: Automobile / Subcontracting| Group turnover: approx. €1,800 million | Employees: approx. 900 | approx. 140 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  • Adjustment of internal reporting (controlling) to external reporting (accounting)
  • Conception and implementation of reporting structures including form sets for internal and external group reporting
  • Creation of group-wide accounting manual according to IAS/IFRS (Accounting Manual) as well as group-wide training of all heads of accounting and controlling.
  •  Definition and determination of group control parameters according to IAS/IFRS for the group board

VAW Aluminum AG, Bonn: Interim project manager/person responsible for IFRS conversion

Industry: Aluminum | Group turnover: approx. €3,100 million | Employees: approx. 17,000 | approx. 130 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  • Adjustment of internal reporting (controlling) to external reporting (accounting)
  • Conception and implementation of reporting structures including form sets for internal and external group reporting
  • Creation of group-wide accounting manual according to IAS/IFRS (Accounting Manual) as well as group-wide training of all heads of accounting and controlling.
  •  Definition and determination of group control parameters according to IAS/IFRS for the group board

Schmalbach Lubeca AG, Bonn: Interim project manager/responsible for IFRS conversion

Industry: packaging industry | Group turnover: approx. € 2,920 million | Employees: approx. 6,700 | approx. 130 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  • Adjustment of internal reporting (controlling) to external reporting (accounting)
  • Conception and implementation of reporting structures including form sets for internal and external group reporting
  • Creation of group-wide accounting manual according to IAS/IFRS (Accounting Manual) as well as group-wide training of all heads of accounting and controlling.
  •  Definition and determination of group control parameters according to IAS/IFRS for the group board

Infratest GmbH, Munich: Interim project manager/responsible for IFRS conversion

Branch: market research | approx. 80 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  •  Creation of group-wide accounting manual according to IAS/IFRS (Accounting Manual) as well as group-wide training of all heads of accounting and controlling.

Sumitomo Cyclo (Germany) GmbH, Markt Indersdorf, parent company Japan: Interim project manager/person responsible for IFRS conversion

Branch: production of gears | Group turnover: approx. € 72 million | Employees: approx. 275 | Group structure: 9 subsidiaries | Group integration: Belonging as a subsidiary to the international parent company based in Japan | approx. 90 consulting days

  • Group-wide conversion of accounting to IAS/IFRS
  •  Conception and implementation of reporting structures including form sets for internal and external group reporting

KPS AG, Unterföhring: Interim project manager/responsible for consolidated financial statements and annual report

Sector: SAP consulting | Business Transformation and Process Optimization | Group turnover: approx. €160 million Employees: approx. 160 | freelancers approx. 490 | Market Segment: Regulated Market | Transparency level: general standard approx. 90 consulting days

  • Preparation and documentation of consolidated financial statements according to IAS/IFRS, including notes and management report
  •  Preparation of the annual report for the group and the individual financial statements for the AG

Veritas AG, Gelnhausen: Interim project manager/responsible for risk management system and internal audit

Sector: Automobile / Subcontracting | Group turnover: approx. €580 million | Employees: approx. 3,380 | approx. 145 consulting days

  • Analysis, expansion and restructuring of the risk management system
  •  Establishment of the internal audit department

Scholz AG, Essingen: Interim project manager/responsible for risk management system

Sector: scrap, recycling, stainless steel, aluminum | Group turnover: approx. € 6,500 million | Employees: approx. 7,300 | approx. 90 consulting days

  • Construction, analysis, testing, optimization and documentation of risk management system
  •  Design and implementation of risk management guideline

VEACT GmbH, Munich: Interim project manager/responsible for accounting and reporting

Sector: Digitization of marketing processes in the automotive industry | Turnover: approx. €14 million | Employees: approx. 100 | approx. 50 consulting days

  • Analysis, system analysis and restructuring of internal reporting
  •  Reorganization of investor reporting after a capital increase in the mid-seven-digit range

Ivoclar Vivadent GmbH, Ellwangen: Interim project manager/responsible for internal audit

Industry: Range of products and systems for dentists and dental technicians| Turnover: approx. CHF 831 million|Employees: approx. 3,600 | approx. 60 consulting days

  •  Analysis of business processes and figures as well as derivation and implementation of appropriate optimization measures

REHAU AG + Co, Rehau: Performance of statutory annual audit services

Sector: e.g. automotive, windows, doors | Turnover: approx. €3,300 million | Employees: approx. 20,000

IFCO Systems Management GmbH, Pullach: Performance of special audit services

Branch: industrial plant provider | Turnover: approx. €1,100 million | Employees: approx. 1,100

Fendt-Caravan GmbH, Mertingen: Performance of statutory annual audit services

Branch: Caravan production | Turnover: approx. €185 million | Employees: approx. 700

Böwe Systec GmbH, Augsburg: Performance of statutory annual audit services

Industry: Automation solutions | Turnover: approx. €150 million | Employees: approx. 1,000

Richter+Frenzel GmbH + Co. KG, Würzburg: Performance of statutory annual audit services

Sector: Wholesale plumbing, building services engineering and civil engineering| Turnover: approx. €1,400 million | Employees: approx. 3,500

Metzeler Schaum GmbH, Memmingen: Performance of statutory annual audit services

Branch: Foam production | Turnover: approx. €65 million | Employees: approx. 400

Institute of Public Auditors, IDW Academy GmbH, Düsseldorf: Implementation of seminars and workshops

DATEV e.G., Nuremberg: Implementation of seminars and workshops

Specified numbers, company names, etc. refer to the time of the project.

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