| Company | Situation | Issues | Results |
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Leading European Packaging Company French subsidiary Result of 3 acquisitions |
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Integration of 3 finance organisations with each initially having a different maturity level. Goals: |
Within 6 months implementation of common reporting tool and production of consolidated year-end accounts respecting Group standards and calendar by a new central reporting organization using the new tool. Reported results were on target through the implementation of a uniform ‘bottom-up forecast’ process. |
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High-Tech Software Editor France 32 countries Revenue 100 m€ p.a. |
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Aligning the finance organisation with its international operations and growth strategy to improve its profitability and structure its growth. |
Within 3 months implementation Treasury and Reporting function. Introduction Cash F’cast, Forex policy, obtaining syndicated bankloan 30 m€ (7 banks) and improvement financial oversight of international operations. Within 6 months launch implementation new consolidation reporting tool. Increase Net-Result from 1,0 to 6,0 m€ (2 years) |
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World Leading Services Company Global Division with HQ based in France 42 countries Revenue 1,0 bn€ p.a. |
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Fast growing division with a worldwide presence which had a too low profitability through a poor financial management. | Increase of Division’s operating profitability from 1,8 to 5,7% (2 years) through: re-inforcement central and regional finance organisations, implementation reporting tool, re-inforcing internal controls, optimizing management reporting and monitoring of susidiaries. Turning a loss-making region into profitability (1 year). |
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Division of Global Leader Building Materials German subsidiary 18 plants Revenue 360 m€ |
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The Finance Department was not aligned with Operations which needed relevant financial and operational data to decide about fast and far-going restructuring measures in a sudden and strongly declining building materials market. | Within 3 months re-inforcing Management Reporting team, Introduction of a transversal KPI reporting (3 months), implementation of SAP based costing and profitability reporting tool (30,000 product references) 1 year, introducing finance based strategic planning, proposing cost optimisation plans, savings 4,0 m€ p.a.; financial management of restructuring measures (5 plant closures). |
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Division of Global Leader Building Materials South Korea subsidiary 2 plants Revenue 105 m€ |
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Integration of first acquisition -carve-out’s from chaebols- in Asia for the corporation (together with US private equity fund). |
Within 3 months recruitment of local team; implement common ERP for both acquisitions, training of teams. Team was up and running within 6 months. ‘On time’ and ‘on target’ reporting to US Private Equity Fund. |
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Word Leading US Automotive Supplier Monaco Plant Revenue 65 m€ |
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Relocation of the Monaco plant to Poland. | 18 months: implementation social plan, liquidition B/S according local and US GAAP, training local finance teams. |
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World Leading Gaming e-platform Paris and Malta Revenue 300 m€ |
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Replacing Group CFO after sudden promotion. Integration major acquisition |
Managing team and integrating permanent replacement (6 months); Finance organisation (50 pp) running according to Group requirements (9 months). |
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Independant Music and Entertainment Company Brussels and London Revenue 120 m€ |
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Preparing the company for a sale while financials were in a chaotic state. |
Structure, train and manage existing finance team. Preparing solid business plans and f’casts. Company was sold against consideration which represented underlying value (3 months). |
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Logistic Company under LBO Luxembourg 5 countries Revenue 120m€ |
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Bring international finance functions at group standards (5 countries in Eastern Europe). | Within 10 months finance functions were running independently according to Group standards. |
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Medical Device Company Belgium Recently acquired Revenues 5 m€ |
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US listed company did not have internal competencies to manage the integration. Acquired company had no processes or reporting in place. | Assured the successful completion of first time financial audit. Quickly put in place monthly reporting and analysis, annual budgets, and cash flow process. Managed tight cash situation. Mentored young financial manager. Served as a communications conduit between US and Belgium. |
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Building Materials Company Belgium, Poland Revenues 75 m€ |
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Inexperienced local management. US parent did not have the resources to manage the subsidiaries effectively, and communications were poor. | Brought professional problem solving and disciplined management approach to an inexperienced team. Coached managers and employees in sales, customer care, purchasing, human resources and IT to gain understanding and clarity on respective business issues and alternative problem resolution. |
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Telecommunications Holding Company Multi-site US, France, Caribbean Revenues 150 m$ |
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Over-leveraged company with poor cash flow. | Instituted strict cash flow monitoring, enforced spending discipline, accelerated collections of receivables, negotiated with creditors and obtained equipment lease financing, freeing up several million dollars and staving off bankruptcy. |
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Subsidiary of Global Leader Building Materials France, Sweden, Italy, Taiwan Revenues 300m€ |
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Major acquisition doubled the size of the business. Systems and processes were outdated. | Fully involved in due diligence, acquisition integration and oversight of multi-site, international accounting staff. Concurrently upgraded financial systems and focused on working capital, banking relations, and FX risk management. |
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Industrial Waste Recycling Company Luxembourg 5 countries Revenue 180 m€ |
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Preparing the company for a sale although it had almost no financial reporting. | Within 4 months, defining, implementating and managing target organisation for the finance function. Producing reporting to requirements of potential acquirers. |
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Packaging Company Netherlands and Germany 2 countries Revenue 160 m€ |
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As interim CFO for turnaround fund, implementation of new company structure (acquisition, disposals and relocation) | After 24 months the company became profitable reducing the sites from 6 to 2. |
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Automotive Supplier Denmark and France 6 countries Revenue 80 m€ |
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Cash strapped company. To increase profitability relocation of the European production plants to India and China. | After 12 months the company was profitable and generating cash. |
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Hospitality Industry Eastern Europe 5 countries Revenue 170 m€ |
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Interim CFO to improve finance function and quality of output and CSMO in turnaround efforts (revenue and cash). | After 6 months good functioning finance function producing reporting ‘on time and on target’. |