18.09.2026 aktualisiert
100 % verfügbar
CFO / CEO | M&A | Turnaround | Restructuring | Financial Transformation Leader | Industrial
Kronberg, Deutschland
Weltweit
Certified Public Accountant (CPA), Institute of Chartered Accountants of IndiaÜber mich
My focus is simple: turn financial and operational complexity into cash flow, EBITDA growth and enterprise value. CASH + EBITDA + OPERATIONAL PERFORMANCE + M&A + ORGANISATIONAL ALIGNMENT = ENTERPRISE VALUE I help shareholders, PE investors and management teams to achieve their objectives.
Skills
UnternehmenstransformationChange ManagementTransformationsmanagementFinanztransformation
M&A End-to-End & Portfolio Transformation
Extensive experience in targeting, due diligence, valuation, SPA support, financing, integration, carve-outs and divestments across European industrial manufacturers. Execution of 9 acquisitions delivering over 200m in synergy capture.
Cash, Liquidity & Structured Finance
Deep expertise in NWC optimisation, covenant and lender management, 13-week cashflow forecasting, and structuring facilities to fund growth. Track record of reducing net working capital by 80m and securing up to 420m in liquidity headroom.
Strategic CFO & Capital Allocation
Portfolio steering, capex governance, value-based prioritisation, and disciplined resource deployment across capital-intensive assets. Proven delivery of EBITDA uplift and operational transformation across multi-site European operations.
Turnaround & Restructuring
SG&A restructuring, footprint optimisation, performance management, and rapid corrective action to restore profitability across large-scale industrial operations.
Board, MD & PE-Grade Governance
Board-level reporting, KPI operating rhythms, audit and compliance oversight, and leadership committee participation in PE-backed environments.
Stakeholder Leadership
Trusted partner to CEOs, boards, lenders, investors and plant leadership, providing crisp narratives that align operators and financiers.
SAP & Systems Upgrades
Hands-on experience with SAP implementation and systems upgrades across multiple European sites, including building standalone finance and IT infrastructure for carve-out entities.
PE-Grade Reporting & KPI Dashboards
Implementation of PE-grade reporting frameworks and KPI dashboards to tighten performance control and support investor-grade transparency.
Exit Preparation & Investor Relations
End-to-end preparation of data rooms, equity stories, investor packs and Q&A readiness for enterprise value transactions up to 1.5bn.
PwC Audit & Big 4 Foundation
Strong audit and controls background from PwC India, providing rigorous financial governance and cross-border execution discipline.
Erfahrung
Berufserfahrungmehr als 10 Jahre
Freelancer seit2025
Sprachen
DeutschGrundkenntnisseEnglischverhandlungssicherItalienischgutSpanischgut
Projekthistorie
1. Led the finance and performance management across European operations spread into Germany, Luxembourg, Italy, Spain, Switzerland, South Africa, Middle East, UK.
2. Post merger integration of the acquired business into ONE Sudarshan culture.
3. Identified value capture activities of € 70 mn and created a implementation plan with action and responsibility across individuals and functions.
4. SAP S4/HANA implementation plan ("As Is" to "To Be" transition) capturing the best practices across the group in different SAP systems and harmonizing over 100 applications for different functions in Treasuries, Supply chain, etc.
5. Lead the spin off of non-core asset and exit within 1 year creating focus on core business and generating cash flow of € 65 mn.
6. Created restructuring matrix for 100 FTE by smooth transiting to GCC center set up in India
7. Developed reporting framework from management / operational P&L and defined responsibilities with KPI across +50 finance team across EU.
8. Led and harmonized the Insurance program across the group specially considering the pending risk mitigation strategies suggested by insurers are not implemented as company was under insolvency for some time.
9. Implemented PE-grade KPI dashboards, governance and 13-week cash forecasting and monitoring weekly calls.
10. Identified and hired local auditors and also bring back Swiss entities on track from lagging audit compliance in local jurisdictions.
1. Acquired the distressed assets of Treofan business in Germany with 3 plants from M&C Italia and Bain capital engaged into Flexible packaging
2. Turnaround the Treofan Germany operations from -9% to +6% EBITDA within a year by raw material procurement savings using global positioning of Jindal Films and combining with additional 3 plants of Jindal Europe bringing in 4% savings, Utility optimization by 3%, delinking loss making Italian sites bringing 6% and SG&A cost optimization by 2%.
3. Led €140m carve-out of Kerkrade Netherlands establishing standalone finance, IT and reporting within nine months however due to market dynamics the plant was restructured completely and I lead the negotiations with 140 FTE for € 15 mn and achieving three times the market value by identifying Nitrogen rights in NL for € 47 mn
4. Closely worked with CEO and lead the divestment of Jindal Europe business having annual revenue of € 950 mn for € 1,3 bn
5. Besides Finance function and leading on-going restructuring of Terni, Italy plant, lead the creation of a GCC in Dubai for 70 FTE across Indirect functions specifically customer service, finance, legal, etc. and optimized the overall cost structure of EU operations
6. Reduced NWC by € 80 mn with supply chain finance, inventory back financing and improving consignment stock invoicing with customers
1. Lead multiple M&A projects including M&G worlds largest PET site in Corpus Christi USA for 1.3 mn tons, Selenis Portugal (PET film producer), PTA, PIA and PET assets of Cepsa Quimica in Spain, PTA plant in Montreal, Canada and ethylene cracker in Louisiana, USA, PHP fibers, Germany, Artenius in Turkey and Polypex PET plant in Corlu
2. Successfully lead many acquisition including PHP fibers, 130,000 MT PET plant in Adana, Turkey, Polyplex with 252,000 mt capacity and strengthening cost competitiveness for European market, € 50 mn of PET plant in Wloclawek, Poland and debottlenecking beyond 50%, Wellman International for € 60 mn entering into recycling space of PET
3. Created strategies for distressed assets, identified opportunities of debottlenecking along with operational leaders even before entering the acquisition in order to clearly visible implementation plan which makes the acquisition more attractive to the team and motivates the team as defined steps of implementing the plan
4. Structured financing for all acquisitions up to € 300 mn plus working capital financing of € 120 mn with leading banks Santander, BBVA, ING, etc.
5. Lead global EU wide insurance programs
6. Created excellent tax efficient structure with holding co in Lithuania
7. Turnaround the company from loss making to positive EBITDA of 7% within first 6 months with procurement optimization, S&GA restructuring
8. Financial forecasting and Budgeting and cost control