Education:

Diploma Business Administration, Diploma Education Science

Certification:

Certified Associate – SAP Activate Project Manager

Certified Professional – Financials in SAP S/4 HANA 1809

Certified SAFe Enterprise Leadership Professional (SA)

Certified Scrum Master (CSM) by ScrumAlliance

Certified Consultant Management Accounting with SAP ERP (6.0)

Certified Consultant Financial Accounting with SAP ERP (6.0)

Languages: German (fluent), English (fluent)

Experience summery: 15 years of SAP FI/CO consulting experience with focus on process implementation and optimization in the areas of SAP CO-PC, Material Ledger, SAP PS-COS, CO-PA, integration of FI/CO with MM, PP, SD, PS, CS, VC, PM, non-SAP-applications, FICO project and team coordination. 

10/2021 – NOW (40-50%)

Germany

Senior SAP FICO Consultant

• Analysis and definition of financial management reporting requirements
• Technical design of new SAP reports “in the cloud”
• Adaption of standard SAP Fiori apps to customer requirements for the roles company controller, business area controller, finance manager
• Setup of SAP Business Application Studio (BAS) and SAP Business Technology Platform (BTP) – the cloud platforms for the reporting solution development
• Integration of SAP BAS with SAP S/4 HANA 2020 backend

greenfield

implementation

11/2020 – 08/2021

Germany

Senior SAP Consultant | Scrum Master

• Definition and implementation of the to-be processes  in SAP S/4 HANA 1909: FI, FI-AA, CO-OM, CO-PC, MM modules
• Hands-on user training
• Scrum master for  the core project team
• Consulting on program management, planning of upcoming projects

01/2021 – 06/2021

Germany

Senior SAP CO Consultant | Scrum Master

• Analysis of the current processes of two company codes in two SAP systems
• Concept definition for the consolidation of FI, CO, SD, MM, PP processes of two company codes in one company codeand one SAP system
• Definition of the to-be SAP FI and CO settings based on the defined concept
• Consulting on Jira implementation and agile SAP project management
• Setup of a Jira project for the consolidation of two company codes in one SAP system

05/2021 – 06/2021

Germany

Senior SAP CO Consultant

• Analysis of the current processes an settings in SAP MM, PP, CO-PC
• Definition of optimization options (blueprint) for material movements and material valuation in SAP

10/2020 – 12/2020

Germany

Senior SAP CO Consultant

• Analysis of the current processes an settings in SAP SD, CO-PC and CO-PA
• Definition of optimization options (blueprint) for sales deduction processes and SAP settings

04/2020 – 08/2020

Germany

Senior SAP Consultant

• User support and training on new apps and features after the Upgrade to SAP S/4 HANA 1909:
• Margin Analysis, analytical reports
• New FICO Master Data, e.g. Cost Elements within Chart of Accounts, Global Accounting Hierarchies, Flexible Hierarchies.

12/2019 – 03/2020

Germany

Senior SAP Consultant | Scrum Master

• Upgrade of SAP S/4 HANA to the next release using Scrum
• Tasks: prerequisites check, simplification item analysis, installation and post-installation activities

04/2017 – 03/2020

Germany

Senior SAP Controlling Consultant | Scrum Master

• Design and implementation of a group template for costing of customer contracts and quotations with configured materials
• Integration with SD and Business Analytic Tools
• Coaching a team on agile practices: sprint planning, sprint execution, daily scrums, retrospectives

05/2019 – 09/2019

Germany

Senior SAP Consultant | Scrum Master

• Greenfield implementation of SAP S/4 HANA using Scrum: prerequisites check, simplification item analysis, installation and post-installation activities
• Business role definition
• SAP Fiori Launchpad configuration

11/2018 – 05/2019

Germany

Scrum Master | Agile Coach

• Coordination of a rollout tasks for three company codes across several teams using Kanban and Scrum
• Coaching agile practices on team and management level

Finance and

Controlling template design and implementation

07/2014 – 03/2018

Germany

Senior SAP Controlling Consultant | RTR Integration and Cutover Manager

• Design of a group template for Product costing, stock valuation with Material Ledger and Profitability analysis according to IFRS and German GAAP standards (processes, customizing, reports, developments)
• Controlling strategies and controlling organization structures
• Costing and valuation of configurable products
• Actual costing with Material Ledger
• Alternative valuation run with Material Ledger
• Parallel valuation – legal and concern in CO-PC and CO-PA
• Parallel valuation – IFRS and German GAAP in ML and FI
• Profit center accounting with NewGL
• Management reporting in CO-PA
• Reconsiliation btw. FI and CO-PA
• Integration of Controlling processes with Order to Cash, Manufacturing, Purchase to Pay, Product variant configuration processes (SD, MM, PP, PM, VC)
• Team coordination (onsite-offshore) in the Implementation, Testing, and Cutover phases
• Golive and post Golive support during month end closing

02/2013 – 03/2014

Germany, Brazil, France

Senior SAP FICO Consultant | Scrum Master

• Development of a group template for Project controlling (PS), Revenue recognition, Product costing, Material Ledger, with Actual costing, New General Ledger with parallel ledgers, Cost center and Profit center accounting in the Engineer-to-order, Repair and Field Service business environment including design, configuration, specifications for developments, testing, user training, leading intercontinental FICO team using scrum approach.
• Localization of the template for Brazilian company code, golive and post golive support
• Major consulting areas:
• Project revenue recognition and POC – US GAAP vs. BR GAAP vs German GAAP; cost proportional, revenue proportional POC, completed contract method, milestone based POC, WIP at actual costs.
• Multilevel Actual costing with Material Ledger, cross plant variance analysis, WIP and consumption revaluation, monthly material price revaluation, project actual costing with ML.
• Group vs. Local accounting with parallel Ledgers and document splitting in FI newGL
• Project structure templates standardization and improvement
• Multilevel project and order settlements with valuated project stock
• Integration FICO with MM, PP, PS, CS, VC, SD
• Product standard costing and actual costing based on multilevel BOMs, integration with project costing
• Project Easy cost planning with multiple planning versions on WBS and NWA level, integration with revenue recognition
• Integration of Brazil specific logistical processes with the global FICO process template
• Implementation of a new month end closing process template

10/2012 – 02/2013

Germany

Senior SAP FICO Consultant | Project manager

• Management of the transformation process in the accounting department from IFRS to US GAAP with focus on Project accounting and controlling (PS), Revenue recognition, Asset accounting and General Ledger – requirement analysis, re-design, configuration testing, training.
• Major consulting areas:
• Project revenue recognition and POC – US GAAP vs. German GAAP; cost proportional, revenue proportional POC, completed contract method, milestone based POC
• Implementation of/Migration to new asset classes and new depreciation rules
• Implementation of Financial reports (FI, CO, PS, PCA) for parallel accounting and controlling US GAAP vs. German GAAP

09/2012 – 05/2013

Germany

Senior SAP FICO Consultant

• Process design, implementation (customizing), testing, training of Product cost controlling (CO-PC, CO-PC-OBJ) in Make-to-order with Subcontracting, Make-to-stock, and Consignment environment, and Overhead cost management with Cost center accounting (CCA).
• Implementation of cross-company controlling in productive system: merge of Controlling areas.

completion and

rollout in Russia

Netherlands + Russia

06/2012 – 08/2012

Netherlands, Russia

Senior SAP FICO Consultant

• FICO template fit-gap analysis and localization for Russian company code, modules FI-newGL, Material Ledger, Product costing, Profit center accounting
• Implementation (configuration) of local Russian value flow and reporting requirements in statutory and tax accounting
• Definition of cross-functional intercompany E2E processes considering Russian specifics, integration with MM, SD, PP, VC.
• End user training

10/2011 – 05/2012

USA, Denmark

SAP CO/PS Consultant | Scrum Master

• Template fit-gap analysis and localization for US legal entities, modules Product costing, Material Ledger, Profit center accounting with newGL, Profitability analysis, Project controlling with PS, Project cost planning with ECP.
• Implementation of local reporting requirements- user-defined reports for Project cost analysis, cost forecasting, Sales order book, operative results by profit centers, business units, segments, branches (geographical units of responsibility) in local and group currency
• Data migration: open projects, sales orders, historical WIP, POC, CO master data, plan and transfer prices
• Golive and month-end closing support

08/2010 – 10/2011

Finland

SAP CO/PS Consultant | Scrum Master

• Design of Controlling To-Be concepts and SAP solutions for Management accounting and reporting
• Definition of profit and cost center structures/hierarchy
• Definition of internal transfer prices (legal vs. management transfer prices) for services and materials
• Definition of profitability analysis and reporting dimensions
• Definition of product costing methods for standard, configurable, engineered materials
• Definition of cost object controlling for Make-to-order, Configure-to-order, Engineer-to-order, Make-to-stock, Customer services (Claims, modernizations, warranty), R&D processes: integration with Sales, Material management, Production planning, Customer services, Quality management, Variance configuration, Project controlling/system
• Work in progress, Percentage of completion and Variance analysis in manufacturing
• Intercompany and intracompany costing and profitability analysis
• Definition of result analysis methods for revenue/cost recognition in different business scenarios (cost-proportional, revenue-proportional, completed contract method)
• Definition of reporting requirements for Sales, Manufacturing, Quality management, Profit center accounting, Project controlling
• Implementation (customizing, developments) of SAP CO modules on various international projects
• CO, FI and ML on basis of 3 parallel valuations: legal, group and management, implementation of Material Ledger to valuate materials in local and group currency and transfer at different prices in legal and mgt valuations
• CO-PC: standard material cost estimate with and w/o quantity structure, sales order costing for configurable materials based on configured BOM and different production versions
• Variance analysis by categories, settlement to COPA vs. back to projects/sales orders
• CO-PS: project cost planning, easy cost planning (ECP), result analysis using cost-based POC method vs. revenue-based method with WIP accrual, intercompany project profitability analysis, cost recognition before material consumption with valuated project stock. (Experience with both-valuated and non-valuated project stock)
• CO-PA: profitability analysis supporting diverse business scenarios and products (standard spare parts, configured, engineered materials, customer services), profitability by orders, projects, brands, material groups, customer industry etc.
• Standard and user-defined profitability characteristics, development of derivation rules (table lookups, user exits, substitutions)
• PCA/newPCA: experience with both classic and new PCA on basis of newGL: development of user-defined PCA reports, profit center allocations, integration with Hyperion
• Integration of CO with other SAP modules: CS, QM, SD, MM, FI, VC, PP, as well as with non-SAP systems (e.g. Siebel)

prototyping

05/2010 – 08/2010

India

SAP Controlling Consultant

• Design of an integrated SAP implementation template (SAP core processes) for Manufacturing industry: definition of core business processes in Manufacturing industry, key business requirements, and the required core solutions in Controlling area with the purpose of a industrialized fast SAP implementation at various clients

08/2009 – 05/2010

Germany

SAP Finance Consultant

• Implementation of parallel accounting in FI: split of IFRS and HGB on the basis of parallel account solution   
• Implementation of the Asset accounting core processes
• Merge of historic company codes into new company codes (legal entities), migration of asset balances

05/2009 – 08/2009

Russia

SAP FICO / PS Consultant

• Cross-functional definition of To-Be processes for a turbine manufacturer, esp. focus on Order-to cash, Demand-to supply processes, Finance and Controlling
• Break down of to-be processes into the SAP transactional flow, definition of the SAP implementation scope, and the required SAP functions and solutions

08/2008 – 05/2009

Germany-Russia

SAP Finance Consultant

• Financial accounting template localization for Russia:
• Configuration of automatic payment runs/forms (incoming and outgoing) , integration with non-SAP bank software
• Configuration Tax procedures on Sales/purchases
• Implementation of local financial reporting requirements – enclosures to balance sheet, asset reports
• UAT and golive support

NON-SAP PROJECTS

05/2007 – 05/2008

Germany

In-house Consultant for Process management

• Implementation of the Process management processes/frameworks for a new department “Process development”: as-is process analysis, to-be process design, process implementation, process control;
• Process description/ modeling with diverse process modeling tools –Enterprise Architect, N5, Project Kit, OP2, ARIS
• Definition of process documentation guidelines and tools, definition of process performance measurement methods and targets
• Process improvement project for internal SW and HW development processes based on the process management framework

07/2007 – 03/2008

Germany, Tunisia, Turkey, Lebanon, Bulgaria, Serbia, and Russia

Project Management Assistent

• Target of the case study: to identify and provide guidelines how to manage the potential culture-driven risks on IT projects outsourced to the Germany’s nearshore countries (Tunisia, Turkey, Lebanon, Bulgaria, Serbia, and Russia), comparison Offshore-Nearshore
• Case study method: direct interviews with project managers and developers in 6 nearshore countries), qualitative analysis of the interviews in order to identify the patters of the risks and management recommendations

05/2005 – 05/2007

Germany

Process management Assistent

• Modeling and description of Process management To-Be processes with ARIS, focus on IT development and IT service processes – standard process steps, standard process documentation, standard milestones, standard improvement targets
• Development and implementation of the guidelines for enterprise-wide standardization and improvement of business processes