Beschreibung

Interim CFO with many years of experience in stabilizing, transforming, and scaling medium-sized and private equity-backed companies. Proven sparring partner for management, shareholders, and advisory boards in special situations such as post-acquisition, turnaround, restructuring, internationalization, and strategic realignment.

Clear, hands-on operational mindset with a focus on liquidity, profitability, transparency, and feasibility. Proven track record of success in establishing robust reporting, KPI, and control systems (HGB, IFRS, US-GAAP, SOX) and in implementing programs to improve earnings and liquidity in close cooperation with operations, sales, and purchasing.

Typical project scenarios:

•CFO vacancy following acquisition

•Post-merger integration

•Turnaround, restructuring, cost reduction

• Establishment KPI, reporting & forecast structures

•Introduction IFRS & US-GAAP, Fast Close•Finance transformation & Digitalization

Industry Experience / Business Models:

•Manufacturing industry: Medical technology (CDMO), chemicals, metal processing

•Consumer goods & brands: Food Service, FMCG, publishing, B2B/B2C, omni-channel

•Retail & Franchise: Branch and licensing models

•Ownership models: Private equity, owner-managed SMEs, corporations

•Company phases: Post-merger, turnaround / restructuring, growth, internationalization

Management Style / Methods:

•Highly hands-on, decisive, and strong in implementation

•Entrepreneurial and honest

•Resilient in high-pressure situations

•Highly accepted by management, line organization, and investors

•Internationally and interculturally experienced

Branchenexpertise

Sprachen

Deutsch
Muttersprachlich oder zweisprachig
Englisch
Verhandlungssicher

Arbeitsortpräferenzen

Vor Ort möglich

München (bis zu 50 km), Stuttgart (bis zu 50 km), Frankfurt am Main (bis zu 50 km)

Kohfink Financial Advisory
Interim Manager & Finance Consultant
BERATUNG & AUDITS
Januar 2024 - Heute (2 Jahre und 5 Monate)
Munich, Germany
External CFO support for medium-sized and private equity-backed companies
• • Step in as Interim CFO in transformation, restructuring, and growth situations, taking full ownership of Finance from day one.
• • Rapidly stabilize liquidity, reporting, and governance in critical phases, restoring transparency, control, and management confidence.
• • Build and professionalize KPI, forecasting, and cash management frameworks that enable owners, executive teams, and investors to steer the business effectively.
• • Drive tangible earnings and cash improvements through hands-on execution, working closely with Operations, Sales, and Purchasing — focused on results, not presentations.
Interim Management CFO Business Transformation Accounting FP&A
Klingel medical metal GmbH (ELOS Medtech AB Group)
Interim Finance Director
PRIVATE EQUITY
Januar 2024 - Januar 2025 (1 Jahr)
Pforzheim, Deutschland
• • Overall responsibility for finance in the post-merger phase following a private equity takeover
• • Introduction of IFRS-compliant reporting (including conversion from total cost accounting to cost of sales accounting, IFRS 16), development of a KPI system, and implementation of a fast-close process with a significant increase in transparency and control quality for management
• • Implementation of a company-wide restructuring with targeted reduction of personnel, locations and legal entities (6 instead of 8) for sustainable cost reduction and improvement of scalability
Private Equity IFRS Accounting Post-Merger Integration Business Transformation
WÜSTHOF Group
Group Chief Financial Officer
LUXUSGÜTER
Januar 2021 - Januar 2024 (3 Jahre)
Solingen, NW, Germany
• • Overall responsibility for finance, IT, purchasing, supply chain management, and logistics with around 80 employees in Germany and the US; successful leadership through a phase of strategic realignment and restructuring to stabilize the organization and achieve sustainable improvement in results
• • Introduction of globally uniform reporting and forecasting structures (fast close; harmonized fiscal year, consolidated reporting packages); resulting in significantly improved transparency and forecast quality across the group
• • Establishment of a modern Controlling / FP&A function to provide analytical support to the business units and data-based decision-making
• • Digitalization of central business processes through the introduction of an advanced planning & scheduling system, ERP upgrades, and digital travel expense management; Reduction of throughput times by approx. 20% and inventory levels
Restrukturierung Business Transformation Controlling & Kennzahlensysteme Internationalisierung Business Process Outsourcing