Stefan de Paz

Reporting to the Group CFO | 7 direct and 48 indirect reports Lead global finance and controlling processes, including budgeting, forecasting, profitability analysis, management reporting, consolidation, cash forecasting and compliance. Led the M&A transaction that resulted in the group’s acquisition out of insolvency by a private equity investor, completed by 30 September 2025. Integrate finance processes into a global business services organisation and improve reporting accuracy and reliability.

Reporting to the Group CFO | 6 direct and 42 indirect reports Managed group finance during German insolvency proceedings and supported due diligence and the investor process; oversaw treasury, tax, accounting and consolidation. Established a captive finance service centre in Hungary serving seven North American entities in the US and Mexico. Drove centralisation of headquarters functions, process standardisation and crisis-related transformation measures.

Reporting to the Group CEO | 14 direct and 42 indirect reports Led group digitalisation strategy and global SAP and IT infrastructure teams; developed the digitalisation roadmap and delivered the SAP rollout in Mexico. Partnered with executive management and department heads to identify process improvements, priorities and risks for the group business plan. Strengthened finance and IT governance and integrated group processes. Reported strategic priorities to management and the Advisory Board.

Reporting to the Group CEO | 12 direct and 30 indirect reports Led group finance and HR, including FP&A, treasury, tax, accounting, consolidation, payroll and people development; established a European finance and HR service centre in Hungary. Drove group restructuring and transformation measures, including crisis management and internal and external negotiations. Strengthened internal controls and governance, centralised departments and standardised processes across group entities.

Reporting to the Group CFO | 8 direct and 22 indirect reports Led EUR 100m syndicated loan refinancing and treasury transformation, including factoring, cash pooling, netting and rolling cash forecasting. Implemented SAP EC-CS consolidation and SAP rollouts in the US, Germany and China. Established an internal-control framework, a global month-end closing calendar and accounting guidance; developed transfer-pricing processes. Oversaw group treasury, tax, accounting, consolidation and financial planning.

Reporting to the SVP Group Controlling & BS | 12 direct and 36 indirect reports Led finance projects and controlling for group functions, stabilised shared services and developed reporting and BI tools. Oversaw budgeting, forecasting, reporting and internal controls for central functions covering 21 legal entities, including Finance, R&D, HR, IT and Marketing. Developed IFRS accounting guidance, supported the SAP S/4HANA assessment and delivered SAP implementations in France and Italy.

Reporting to the Europe CFO | 5 direct and 17 indirect reports Established a finance service centre in Romania, strengthened reporting and controls, and supported due diligence during the sale of SIG. Oversaw European accounting under IFRS and local GAAP, internal and external reporting, and financial planning and analysis. Established an accounting and compliance framework with no audit findings; led finance workstreams in restructuring programmes and the outsourcing of processes for sales subsidiaries.

Designed and rolled out global accounting models, income-statement structures and financial controls, including SOX controls. Led finance projects and systems, supported global and regional finance teams and oversaw the global holding-company business unit. Implemented sales-deduction processes and delivered finance-process documentation and training worldwide.

10 direct and 10 indirect reports | Regional business with USD 30m revenue Won and managed consulting projects and provided interim management services, including a General Manager assignment for a consumer goods distributor. Established a solar-energy business in Central America and developed a bond product for a local insurer. Developed an automotive after-sales service model, implemented a CRM system for a beauty-sector call centre and supported telecom product and brand launches.

11 direct and 150 indirect reports | Regional business with USD 50m revenue Held full P&L responsibility for the Mexico and Guatemala businesses, overseeing sales, marketing, strategy, purchasing, logistics, HR, IT and finance. Delivered a turnaround resulting in a 12% EBITDA margin. Integrated newly acquired European brands, negotiated product listings with Walmart and established a logistics joint venture to reduce distribution costs.

6 direct and 6 indirect reports | Regional business with USD 2.2bn revenue Led financial analysis, budgeting, forecasting, US GAAP reporting and controls for the laundry business; consolidated and reported Latin America North results. Co-led a laundry-brand acquisition and integration; centralised treasury processes in GBS, standardised customer-team budgeting and improved S&OP coordination between finance and logistics.

11 direct and 20 indirect reports | Regional business with USD 220m revenue Oversaw regional analysis, planning, reporting, US GAAP accounting, treasury, tax and controlling across business segments. Transferred accounting, treasury, tax and travel-expense processes to GBS in San José, Costa Rica, and planning and controlling activities to Mexico. Led restructuring and transfer-pricing initiatives and implemented SAP across seven Central American countries.

3 direct reports Led divestitures of two beauty brands, harmonised healthcare pricing across Latin America North and implemented Platinum for Windows ERP and travel-expense processes.

Studies included business administration, economics, computer science, business processes, management, mathematics, accounting and controlling.