Markus Böhmer

Service focus as project/program manager • Digital transformation / change management • SAP S/4HANA transformation with agile and lean process redesign • Restructuring and automation of support processes • Finance optimization Projects • Shared Services scoping, Automotive Supplier • Digitalization program, Automotive Supplier • Digital Project Management, Airbus Defence and Space • Finance Improvement Transformation, Shipbuilding Group • Business Transformation Program, ZF Friedrichshafen AG

Designed a Finance Improvement and Transformation program supporting growth and digitalisation for the CFO of a German shipbuilding group: - Defined sub-projects to design optimized and standardized processes for the enlarged group - Outlined a path to a group-wide steering model strengthening performance management - Agreed a people and team development plan supporting the required transformation - Structured the discussion around task centralization, shared services, and organizational options

Managed European Shared Service Operations with 500 employees / 50m€ cost base and following task focus: - Take productivity and process automation to the next level - Harmonize processes and systems across 60+ entities - Onboard further entities and extend service scope - Enhance quality, reliability, and compliance of operations

Managed cross-national dep't with 20 employees and following task focus: - Financial offer management, calculation, and support to operational teams - Project controlling and risk management - Business Division financial planning, budgeting and forecasting - Business Division financial reporting and analysis

01/08 – 12/08 (Madrid): Consulted to the the Military Transport Aircraft Division in its restructuring project (in addition to role below) 09/05 – 12/08: Led group-wide Finance Transformation initiative for the Group CFO 03/04 – 09/05: Developed and implemented Risk Management and Internal Control procedures for the Group

Led a project integrating two consolidation systems for Accounting, Controlling and Planning into a new one. Responsible for a six member EADS-team with specialists from IT, Controlling and Accounting. Optimized processes and implemented the new system.

Since March 2001 Project Leader; served companies in the logistics, financial services, and industrial goods businesses. Since January 2000 focus on energy and utilities. Topics included process redesign, liberalisation and growth strategies as well as organisational restructuring.

Managed design, engineering, and equipment supply contracts for Waste-to-Energy plants with international licensees of Babcock. Led technical project teams in matrix structure without direct reports, coordinated budget and schedule, supervised suppliers and handled client relations.