PE-owned quartz-composite manufacturer. Value expansion agenda built backwards from the buyer universe; growth engine identified and funded; portfolio restructured on end-to-end market P&L economics rather than reported contribution. Finance, IT and Procurement (50 FTE). The agenda is sponsor and supervisory board approved and reviewed quarterly.

Refinancing with a 7-bank consortium led from lender negotiation through to signing. Customers analysed on realised profitability at fully allocated cost and inherent complexity to serve, and the result handed to sales as a negotiating instrument: either the requirement changes or the price reflects it. AI live across three fronts: invoice automation and forecasting; ML scrap reduction with a TUM research partnership and detailed production scheduling; a sales-force agent and an inside-sales answer bot.

P&L and cash for a ~$1bn fully localised China operation across 7 entities (35 FTE Finance). Sole foreign member of the regional China board. The region contributed more than 30% of global EBIT. Treasury, FX and cross-border cash under Chinese capital controls; sale of a loss-making entity.

Built the growth path for customised resins for electrical and electronic (E/E) components. Restructured sales, built business development, introduced KAM/SFE and KPI disciplines, localised the supply chain in Singapore. COGS improved by ~20%; lead times reduced by more than 40% through improved customer forecasting and closer key-account alignment.

Profitable growth restored and the operating model modernised. Finance, IT and IR (65 FTE). +10% EBIT and market capitalisation +58% (+€85m) through pricing and leakage analytics, portfolio simplification and channel profitability. New anchor investor attracted; more than 150 investor pitches a year; pan-European e-commerce platform launched as a direct-to-consumer channel.

Co-founded a clean-air technology start-up, with the Hong Kong entity and R&D from Munich. Product developed and Series A closed. Discontinued when improving Chinese air quality removed the market.

Restructuring and portfolio simplification for a global heating and hot-water manufacturer. €24m EBITDA improvement with double-digit sales growth; more than 5% annual purchasing productivity. Backend digitisation (P2P, OTR), SAP and MS Office cloud migration.

EBITDA transparency established by product line. The reporting showed the group’s economics inverted relative to its funding: direct water heating generated effectively all profit and cash on a minimal R&D budget while its competitive position eroded, and the loss-making heat pump business absorbed the development spend. Highly profitable heat pump segments were themselves underfunded. The R&D budget and the segment focus were reallocated accordingly.

CFO, COO and FP&A roles at GE Healthcare, GE Fanuc, GE Equipment Services, GE Inspection Technologies and GE Information Technologies. CFO GE Healthcare Germany ($1bn, regulated medical technology) — one German finance organisation built out of seven separate P&L teams. CFO GE Fanuc EMEA ($500m). FP&A GE Equipment Services ($8bn). GE Corporate Audit Staff.

Integrated two publicly traded 2006 acquisitions as CFO GE Fanuc EMEA: Radstone Technology plc (LSE) end to end as the only GE executive on the ground, including ITAR export-control compliance and technology control plans, and the European operations of SBS Technologies (NASDAQ, ~$215m) — three finance organisations into one, €4.9m EBITDA from the consolidation. Sell-side: the sale of the Service & Logistics group at CompuNet, and a portfolio divestiture valued and led at Equipment Services. Full M&A cycle before the CFO seat at GE Inspection Technologies: deal model, due diligence, synergy tracking against the deal case.

SAP change management and organisational redesign for Tier 1 automotive clients. Acquisition integration and factory setup (>12,000 employees).