Dr. Valerian Laval

European holding of a Japanese HVAC group across seven countries. • Regional Governance & Compliance Lead: internal controls, regulatory compliance, Sustainability & Product Compliance leadership, tax and transaction structuring. • Business Development & M&A: acquisitions, due diligence, purchase-price negotiations, post-merger integration and entity setup. • Transformation: manufacturing relocation, site selection, government incentives, synergies and logistics optimization. • JV Board Director.

Independent advisory and venture development for Son of Bavaria AG and Flashrent. • Business Development & Transaction Advisory: advised Son of Bavaria AG and negotiated a potential mining-asset transaction with an ASX-listed company. • Digital Venture Development: developed the Flashrent rental-platform concept, coordinated an international full-stack development team and presented at pitch events.

Hutchinson aerospace manufacturing: €110m revenue, 1.100 employees, Germany, Romania & Morocco. • Management team; led Finance, Controlling, HR & IT (25 staff); Chief Compliance Officer. • Performance Management & Operational Excellence: capacity planning, budgeting, 5S; productive time 79%→92% in 12 months. • Production Transfer to Romania: workforce planning; recruited 30 staff in 3 months. • Restructuring: union/works council negotiations, social plans; €250.000 annual cost savings.

Zodiac Aerospace Premium Galleys: €150m revenue, 1.600 employees, Germany & Czech Republic. • Management team; shared P&L accountability; led Controlling, Accounting, Purchasing & IT (35 staff). • Manufacturing Transformation: productivity KPIs, engineering cost control, capability-based production allocation; Czech factory efficiency 84%→90%. • SAP Integration: production planning & materials management. • Working Capital: overdue receivables reduced by €5m (15%) in 3 months through dispute resolution.

DRÄXLMAIER: 4 plants, €200m revenue, 2.500 staff. • Management team; plant profitability; led Finance, Controlling, Purchasing, HR & IT (30 staff). • SSC Leadership: 150 staff in Purchasing, IT & Customs; process standardization, task transfers, talent development. • Operational Excellence: Gemba, 5S; productive time 92%→96%; closing 8→4 days. • Greenfield: North Macedonia site selection & government incentives. • Supply Chain Transformation: led 65 staff; intercompany sales chain cut from 7 to 1–2 stages.

Voss Group, China: €30m revenue, 450 employees. • Overseas General Management: profitability accountability; led Finance, Controlling, IT, HR & Infrastructure (45 staff). • Production Transfer & Ramp-up: Germany→China transfers, capacity expansion; 2010 revenue 70% above plan, profit 5× plan. • Organizational Development: recruited 40 staff; training, infrastructure and compensation model. • Government Relations & Business Continuity: resolved permit issues and maintained production during power shortages.

ThyssenKrupp: €42bn revenue, 160.000 staff. • Segment Controlling & Board Reporting: budgets, planning, investment monitoring. • US Greenfield Finance Director: US$1.4bn project; built Finance & Accounting; SAP FI in 4 months; timely closings, no audit findings. • Investment Appraisal: integrated financial models, US site selection, government incentives. • M&A & Restructuring: commercial workstreams, seller due diligence, valuation, price negotiations; board-approved plant consolidation concept.

Projektleiter bei Audit- und Beratungsprojekten • Audit assignments following HGB, IFRS und US-GAAP • Due Diligence und valuation assignments in the automotive and steel industry • Performance of internal audits with focus on Net Working Capital, Purchasing and Financial Management

“Improving the controlling function in multinational production companies”

Wirtschaftsprüfung, Steuern und FInanzen