Gunnar Heiermann

Partnering the “C-Suite” to drive a large-scale, company-wide Enabling Functions transformation, delivering >€2 bn in cost savings and setting the stage for future initiatives. Championed move to an operating model aligned with leading best practices, while mitigating post-transition instability. Introduced compelling transformation narrative & agile practices, overcoming the transition dip and advancing ways of working. Recalibrated the cost structure, guiding leadership teams to achieve an incremental.

Led a team of professionals, along with additional program members & consultants, tasked with transforming Controlling via a new global operating model (50+ countries). Standardized planning & reporting, while establishing GPOs, a GBS CoE and a hub model. Pushed digitalization via unified IT platform incl. reporting & planning (#PowerBI, #Anaplan). Advanced strategic agenda scoping initiatives such as #BeyondBudgeting. The result: an enhanced service portfolio and a 40% reduction in Controlling costs.

Developed a global operating model for the service functions, consolidating activities from divisions and 50+ countries into 30 country platforms. Led the global rollout plan and served as caretaker for APAC, overseeing country transitions and ensuring a seamless shift to the new model. Instituted dedicated ownership, paving the way for continuous improvement efforts.

As Performance Programs Manager on behalf of the CFO and Continuous Improvement & Innovation Caretaker responsible for a variety of strategic initiatives. Established a harmonized operating model for BHC’s country admin services, including platforms in the Nordics & Germany. Streamlined the intercompany business, reducing operations team by 70% via transition to a trust-based system. Orchestrated BHC’s Legal Entity planning shift from Excel to dedicated software, boosting efficiency and accuracy.

Managed a diverse portfolio of strategic initiatives across functions and business units. Contributed to a new Accounting operating model by orchestrating the country transitions and establishing a global GBS unit, reducing costs by 40%. Led Accounts Receivable efforts for Pharma as part of a group-wide Working Capital initiative, reducing DSO by 20%. Streamlined the ConsumerHealth portfolio boosting Sales and Product Supply efficiency. Crafted the Pharma Product Supply Strategy, reviewing the site network.

Majors: Finance, Management, Strategy

Majors: Finance, Controlling, Accounting