- Assist the company during a Due Dill process in view of a new shareholder investment. - Reorganization of the Accounting department to ensure excellence in processing financial transactions, consistent application of IFRS rules and best-practices for the industry. - In charge of redesigning and transforming the Acquisitions department to an Order Processing model (on both sides of the project, acquisition and delivery) and adapting the Logistics and Warehouse to this new model. - Organizing the manufacturing cost accounting for the production business line (printing activity) and rethinking of the standard cost (for Cloud Services and Consulting activity). - Improving forecasting and cash management processes, re-introducing basic financial discipline. - Structuring of credit facilities with current / new banks, to adapt the pledges and covenants to the business model of Star Storage and a more appropriate balance between Shareholders’ capital and borrowings.
- In charge of Accounting, Legal, Facility Administration, Order Processing and Logistics (25 employees). - Negotiated and structured multi currency/purpose financing agreements in an amount of 8.6 Mio EUR resulting in very competitive interest margin and minimum costs for LGs, easing/more favorable covenant restrictions and a better adapted borrowing base for the business model of the company. - Cash-Flow optimization. Treasury management. Working Capital improvement that resulted in an improvement of Coface’s credit rating from Medium High Risk to Low Risk. - Strengthened Credit Collection decreasing bad debts from an average of 3.5 Mio EUR to less than 1 Mio EUR by developing dunning procedure, instituting aggressive collection strategies and establishing constructive dialogue with bad payers. - Management of litigations. Savings of 200 kEUR in taxes/penalties to state authorities. - Organized and improved Project Management through the entire life cycle of a project (from initiation, bid approval to delivery of the projects) by turning around organization-wide resistance toward project controlling and by streamlining procedures that significantly contributed to risk reduction. - Project manager for SAP implementation: took over the lead 3 months before Go-Live (~40% status) and succeeded to implement the group’s template solution in due time and fully functional. - Representation of company in front of potential investors. Due diligence support. - Business Unit sale: Review of all financial, legal and operational aspects.
- Delivered monthly IFRS consolidated financial statements. Managed monthly business division performance by highlighting revenues, costs and spending trends, variances and key financial issues that impact achievement of targets, budgets and agreed strategies; - Coordinated the financial audit for the whole group and assured the interface with the auditor KPMG, supervised the preparation of the individual annual IFRS P&L and BS by leading the team of financial controllers and chief accountants from divisional level; - Supervised the annual preparation of the consolidated OPEX and CAPEX budgets and monitored monthly budget variances together with the division financial controllers; Assured annual optimization of the budgeting methodology for divisional level and for the group consolidated level;