Performance.
International Chief Financial Officer (CFO)
Situation 1. Loss of the CFO at the end of the year in an Austrian stock company
Traditional, well-established brand group wants to align its competing and finance strategy sustainably
Solution. Contribution to corporate strategy 2021 incl. adopted Business Case, initiative to organizational development, regular participation in global supervisory board committees/meetings, filing consoldiated annual group account according to UGB incl. adjustment of an international transaction, decision preparation for new financing, set-up of new treasury tools
Industry. International highquality underware: Production, brand management and retail
Function. CFO
Situation 2. New anchor shareholder wants to place the transparency and strategy with the four-eye principle on a more solid foundation
Solution.
• Check of the corporate strategy, organization and IT
• Develop a consistent M&A strategy
• Post-merger-integration of two us-based enterprises (Los Angeles)
• Restructuring Asia
• Corporate annual reporting according to IFRS and GCGK
Industries. Precision injection molding for medical technology, automobile suppliers, eyeware
Function. CFO of a company, listed in the prime standard of the German Stock Exchange
Sustainable corporate governance ESG
Solution.
- Integrated international brand strategy
- Further development of an international sales strategy
- Defining a sustainable corporate governance (Environmental Social Governance (ESG)) with financial and non-financial objectives (Sustainable Development Goals (SDGs)):
Industry. B2B Electrical engineering
Management Responsibility. Commercial director of an international electronics group (interim manager)
Sustainability is nothing new. In the 17th century, water and forestry management were oriented towards it. With the Brundtland Report in 1987, the SDGs of the United Nations in 2015, the Paris Climate Agreement in 2016, to name just a few global initiatives, sustainability goals are receiving more and more attention on an international level. European legislators with the Supply Chain Act, corporate managers, investors, and ultimately end consumers are also focusing on sustainability benchmarks in their actions.
With the global effects of our industrial, technical and financial economic activities, social and ecological circumstances have fundamentally changed, which is currently particularly evident in the climate crisis.
How a company positions itself in its sustainability context the company must formulate and implement by itself. The sustainability strategy must be defined by situational and operationalized business terms.
Strategic Management & Ecology
Enhancement
Solution. Step by step implementation of practicable controlling tools and permformance management (controlling, finance)
Industries. Fast moving consumer goods, renewable energies
Management Responsibility. Member of the Board: Finance (permanent, interim)
Market Entry Strategy
Situation. Entry in the telephone market, introduction of a new TV-service, market entry bio-organic food
Solution. Development of international business cases with marketing, sales and engineering; Implementation supply-chain and financial processes
Industries. Telecommunication, video streaming, food
Management Responsibility. Director/Member of the board: Finance (permanent, interim)
Restructuring
Situation. Seasonal cash flow difficulties, no sufficient equity for addaption of the assortments, no positive operational earnings are predictable
Solution. Operational restructuring (product or service portfolio, sales, production,…), capital management (equity, debt, working capital), transformation of business model
Industries. Automotive, construction, food, elastic textiles, fast moving consumer goods
Management Responsibility.
Director Group Controlling (permanent), CFO (interim)Geschäftsführer (Interim Manager)
International Management
and -controlling
Situation. International affiliates are not developing according to market potential or group strategy
Solution. Strategy review with local management and alignment / resturcturing with the resources available
Industries. Fast moving consumer goods, media
Management Responsibility.
Regional Manager for affiliates in Central Eastern Europe and Nordic Countries (permanent), Director Group Controlling (interim)
Bridge-
Situation. The future financing cannot be ensured anymore. The investors require a substantiated forecast.
Solution. Turnaround plan with action measures and bridge financing, implementation support, and controlling
Industries. Fast moving consumer goods, advertising, media, elastic textiles
Management Responsibility.
Member of the Board: Finance, Director Group Controlling (interim)
Change Management
Situation. Stand-alone sales- and supply-chain-structures in an dynamically changing international market
Solution. Comprehensively outlined change management over all business processes, structures, functions, employees and senior management
Branche. Energy
Management Responsibility. Project manager for board member: Sales
Company Sale
Situation. Owner wants to sell his company because of strategic causes/own business-model. Operative know how to sell a company is missing.
Solution. Preparation of information material (ip, balance sheets,…), organization of the sales process with an M&A consultant and the company, operative support of the sales process
Industries. Branded goods, medical technology
Management Responsibility.
Group-controller (permanent), CFO (Interim Manager)
Post Merger Integration PMI
Situation. Integration of several companies under an unified leadership
Solution. Development of a competitive strategy with the CEO and deduction of structure, processes and management procedures; implementation of integration for the dimensions management, organization and company law
Industries. Branded goods, temporary personnel services
Management Responsibility. Head of group-controlling (permanent, interim), CFO (permanent, interim)
Extensive management success in top line management are the prerequisites for performing Interim Management.
DR. DIETER BRENKEN