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CFO, Director Finance

Work Experience

2007 / 2008 SYSGO, AG
Security Sensitive Embedded Software
Chief Financial Officer
Development and structuring financial planning, forecasting, and cash management
Implementing a structured fund raising strategy and establishing the necessary contacts
Structuring the banking contacts, applying for credit lines and applying for governmental financial subsidies
Orchestrating all contacts to various Venture Capital and Private Equity Funds
Establishing and organizing legal support
Supporting the CEO in all strategic management decisions
Negotiations with customers for important contracts

2005 / 2008 DBD- Deutsche Breitband Dienste GmbH
Director Finance,
Telecommunication, Wireless Broadband
Organizing, maintaining and optimizing all banking contacts
Fund raising debt and equitiy
Evaluating the possibilities for governmental financial subsidies and negotiations with various governmental bodies
Preparing and supporting several rounds of private equity financing of more than Mio. 100 € in total from PolyTechnos, Intel and Merrill Lynch
Preparing and adjusting Business Plans for various roll-out alternatives
Sensitivity analyses for maximum possible debt burden
Discussions and negotiations with banks about debt financing (senior debt, mezzanine, high yield, PIK notes, supplier credit, ect.) under various roll-out alternatives
Evaluation of various leasing financing alternatives, establishing relevant contacts, and negotiations with leasing companies
Co-managing a Due Diligence process

2000 / 2005 WestLB AG International Bank
Managing Director
Sector Head of the industry sector Telecom/Media/Technology for Western Europe reporting directly to the Board of Management (Vorstand)
Managing and coaching a team of 25 employees including 12 senior relationship managers located in Düsseldorf, Milan, Paris, Madrid, and London
Profit center responsiblity for a business volume exceeding in peak times € 10 billion and profit center profitability of up to € 100 mio EBT. Over years top performer in comparison six other industry sectors
Supervising the banks entire telecom exposure worldwide and managing it to keep it within the limits defined by the board
Intensive work-out experience with difficult credits, like EMTV and Infomatec without the bank loosing any money. For EMTV heading the banking pool of seven international banks

1997 / 2000 WestLB AG, Frankfurt Branch
Managing Director
Branch Manager of Frankfurt and Munich branch, reporting directly to the Board of Management (Vorstand)
Senior bank representative of WestLB for Southern Germany
Managing and coaching a team of 35 relationship managers and support staff, market responsibility for entire Southern Germany
Leading the banks work-out team for Philipp Holzmann within a banking pool of 20 banks

1993 / 1997 WestLB Europa AG
Board Member (Vorstand)
(a 75% subsidiary of WestLB and 25% of SüdwestLB)
One of 5 Board Members of WestLB Europa AG, a bank with some 800 employees and a business volume of ca. DM 12 billion
Branches and subsidiaries in 11 European countries
Main area of responsibility: Functional - credit, marketing, personnel, payment services, Regional – Nordic counties, Russia, Poland
Building a banking presence in Russia and Poland through setting up subsidiary banks in Moscow and Warsaw, as well as representative offices in St. Petersburg and Nishni Novgorod
The task involved application for the respective banking licenses in both countries, renting the necessary banking locations, hiring and training people, setting up the organisational structure including the required operating and credit manuals which had to be in line the the local and German banking regulations
Supervisory Board Member of WestLB Vostok, Moscow, WestLB Poland, Warsaw, WestLB Hungaria, Budapest, and WestTeam GmbH, Düsseldorf (an advertising subsidiary of WestLB)
oManaging the integration process into WestLB after WestLB acquired the remaining 25% of WestLB Europa AG

1992 / 1993 WestLB AG, Frankfurt Branch
General Manager
Branch Manager of Frankfurt branch reporting directly to the Board of Management (Vorstand)
Main task was to expand the banks business activities in Southern Germany
Analysing and organising the set-up of a sub-branch in Munich
Special task was to work-out various credit problems the bank had run into under the management of the former General Manager
Responsibility for a work force of some 100 employees

1988 / 1992 Deutsche Bank AG, Frankfurt
General Manager
Co-Head of cenral business clients department reporting directly to the Board of Management (Vorstand)
Main responsibility was in a staff function to develope strategy and implementation plans to improve the business with multinational clients worldwide
A special project was to implement a new payment service with our retail clients at their cash counter (electronic cash on the basis of the eurocheque card)
Various other projects centered around the expansion of the banks branch network into Eastern Germany after the fall of the wall in Berlin

1987 / 1988 Deutsche Bank AG, Hongkong and Manila Branch
General Manager
General Manager reporting directly to the Board of Management (Vorstand)
Hongkong branch was a full service branch with 320 employees and 4 sub-branches in Kowloon and was in deep red figures
Crisis management to turn the branch around
Cost cutting measures were introduced, and within 4 months 3 sub-branches were closed and 100 employees laid off without loosing one key client
After nine months the branch was profitable again
Due to local banking regulations introduced, Manila branch had to be put on a hold to keep costs as low as possible, until regulations would be changed to allow doing business again

1985 / 1987 European Asian Bank AG, Hamburg
(subsidiary of Deutsche Bank)
General Manager
Head of marketing for all Asian branches in Pakistan, India, Thailand, Indonesia, Sri Lanka, Singapore, Malaysia, Hongkong, Macao, Philppines, Japan, and Korea
Intensive travel to all places above, managing, training and coaching all sales staff in the branches and calling on local clients to acquire new business
At home, active marketing with the German branches of Deutsche Bank of our capabilities in Asia. This included visits of the branches and also joint calls on their clients
Co-managing the integration of Europan Asian Bank into Deutsche Bank

1971 / 1985 Citibank AG, Hamburg, London, and Frankfurt branch
From Trainee To Vice President
9 months traineeship in Hamburg followed by 6 months in London
Back in Hamburg specialising on ship financing, a special form of project financing. A fairly new approach in Germany at that time since the credit was evaluated on the basis of the future cash flows and not on the hull value of the ship
In 1975 promotion to branch manager in Frankfurt, one of the youngest branch managers at that time
Succesfull mangement of a team of around 10-12 relationship managers and some support staff
The branch was always profitable and in most years the top performer of all branches. No credit losses were incurred
In 1982 promoted to the Executive Committee, the management board for Germany and to head the newly formed investment banking unit in Germany

Education

Diplom-Kaufmann, Degree in Business Economics of University
Hamburg, special emphasis on Banking, Accounting, Statistics

Bank Apprenticeship with Deutsche Bank, Bremen

Skills

Extensive Credit Skills
Project Finance, Ship Financing
Investment Banking, Fund Raising
Special Industry Knowledge and Experience in Telecom, Media , Technologie
Establishing, Running, Managing, and Supervising Banking Subsidiaries in Eastern Europe
Seminars: Rhetoric, Managing People, Conflict Management, Sales Training, Presentation Skills, Various Product Trainings,

Languages

German Mother tongue
English Fluent, negotiation level
French Basic Knowledge

Other

Fields of Assignment

1.Functional:

Member of the Board of Management of an AG
CFO
Director Finance
Branch Manager
Lead of major projects
Supervisory Board Member


2.Operational:

General Management
Organisation and reorganisation
Downsizing to core competencies
Restructuring
Turn-around
Loan work-outs
Shut down of operations
Process optimization
Cost reduction programs

3.Sectors:

IT/TC
Software Engineering
Telecommunications
Media
Technologie

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