Description

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

Industry field of expertise

Languages

German
Native or bilingual
English
Fluent

Workplace preferences

Can work on-site

München (up to 50km), Stuttgart (up to 50km), Frankfurt am Main (up to 50km)

Kohfink Financial Advisory
Interim Manager & Finance Consultant
CONSULTING AND AUDITS
January 2024 - Today (2 years and 6 months)
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
January 2024 - January 2025 (1 year)
Pforzheim, Germany
• • 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
LUXURY GOODS
January 2021 - January 2024 (3 years)
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 and Performance Management Systems Internationalisierung Business Process Outsourcing