Situation
The internationally active group acquires C, a metal processing company from Germany. After the takeover, the ERP system is adapted. The business processes are transferred from SAP R3 to SAP Hana.
The current SAP system is leased from the seller. He no longer makes any changes. The data must be retrieved as it is and then processed in Excel. C’s Finance Manager is also the project manager for the introduction of SAP Hana.
The challenge
Project management and day-to-day business are a huge burden, especially now that the annual financial statements are due. Due to the takeover, the annual financial statements for the last two years are also still being processed. The auditor is already working on the new financial statements. The budget must be finalized. One consequence of the takeover is the introduction of a matrix organization. A BU has been created that will continue to grow.
The interim CFO should work together with the Finance Manager and take care of the day-to-day business and the employees in the finance department. He is to carry out an analysis of the finance area and ensure a transfer of know-how. The Finance Manager can then concentrate on the SAP Hana project. Reporting and advising the management are also part of the tasks. Figures, data and facts have to be compiled for the Business Review, which takes place on Fridays. However, the finance manager is already suffering from burnout and leaves the company at short notice.
Action
The experienced interim CFO reorganizes the finance department and motivates the employees. He maintains an overview and successfully works through all topics. After a short time, he also advises the international group. He is the Managing Director’s sparring partner and takes care of post-merger integration. Finally, he trains the successor and ensures a transfer of know-how.
Result
1 year after the takeover, the most important financial issues have been dealt with. The BU can continue to grow.
