Mike Mies

Overall responsible for service delivery in Finance, Controlling Services and Procurement with 500+ employees. Organizational transformation to a knowledge based Global Business Services Hub, based on: • Expansion of service scope in new areas • Expertise and process know how through knowledge and quality management. • Best cost to serve, increased efficiency and efficacy. Full potential of digital innovation, high degrees of standardization and automation, streamlining processes and bundling services.

Responsible for Order-to-Cash processes globaly, 400 employees in 4 locations. Expansion of service scope in Berlin. Driving a major restructuring project to transfer 300 residual functions from the headquarters in Ludwigshafen to the Shared Service Organization in Berlin. Global harmonization of processes and structures across all SSC sites. Implementation of a deep organizational transformation, focusing on: § Customer Centricity § Digital Innovation § Competence § Leadership

Responsible for Order-to-Cash for Region EMEA in the European Shared Services Organisation. Driving excellence and continuous improvement while balancing Efficiency , Efficacy and Compliance. Aiming to set the standard for world class services.

Global Responsibility for financial planning, reporting, business evaluation, compliance and IT for the Catalysts Division of BASF, headquartered in New Jersey USA, reporting directly into the president of the unit.

Responsibility for Region Europe for financial planning, reporting, business evaluation, compliance and IT of the Agricultural Solutions Division headquartered in Germany. Reporting into the Regional Senior VP for Europe.

Responsible for expert financial consulting and analysis with focus on investments and divestitures of:  financial, tangible and intangible assets;  site and plant closures;  make-or-buy analyses and  R&D projects

The range of activities included auditing of the group factories, offices and sales companies all over the world. Responsible for  Function and process audits;  Project audits;  Fiduciary audits  Special audits;  Management audits;  Technical support for the divisional and local audit departments;  Check and implementation of the internal control system according to the recommendations of the Sarbanes-Oxley Act of 2002

Leading a team of 6 people, I was responsible for:  Accounting; Balancing: monthly, quarterly and yearly financial statements  Costs;  Finance  Reporting HR  IT  Administration  Controlling

Leading a team of 3 people was responsible for:  Controlling:  Human Resources:  Aministration  IT  Import & Export

Responsible for:  Commercial handling of customer orders;  Cost and Budget controlling;  International procurement;  Monitoring of production hours;  Customer payments control;

Marketing Produktion & Logistik

Grundstudium