Wolfgang Becker

Overall responsibility for the development and implementation of a state-of-the-art Project-Portfolio-Management incl. controlling and governance structures. Responsibility to establish a strategic PMO to steer the Project-Portfolio. Set-up and steering of an operative Project-Office for the DPW-Program to guide the migration from SAP R/3 to S/4 Hana. Steering of a cross-functional Project- and Program-Community. Consolidation and steering of the overall Project-Portfolio-Budget and Resources

Development and implementation of a new End-to-End Process Management Logic. Cross-functional development of the detailed Purchase-to-Pay Process. Development of a global online tool for purchasing and the implementation in 18 countries. Set-up of the new Process-Management-Tool Aris. Identification of digitalization potentials along the value chain to increase the efficiency and the development of a roadmap for the implementation.

Steering of international finance projects to increase the efficiency in the Group. Development and implementation of a group-wide harmonized finance reporting. Finance Shared Service Center establishment. Pre-study for the migration of SAP R/3 to S/4 Hana.

Overall responsibility for finance, controlling and logistic in the national sales company. Responsible for the preparation of monthly, quarterly and annual financial statements, business plans, budgets and forecasts. Responsibility for the implementation of SAP R/3. Implementation of the Group reporting and local sales analysis. Development of a strategy for local regionalization. Establishment of governance structures to ensure synchronization of market needs with new product developments.

Strategic responsibility for the global service organisation. Development of a group-wide CRM strategy. Further development and harmonization of the CRM-Processes to increase sales and efficiency. Implementation of a global harmonized CRM-Tool to support processes and controls.

Overall responsibility to develop the business of system-components further. Steering and driving of improvement projects in the national sales companies. Development of the Business Plan for Marketing and Sales group-wide.

Development, implementation and execution of a yearly corporate Business Plan process. Documentation and tracking of the overall strategy and single business units. Development of standardized guidelines for M&A projects.

Integration of finance and controlling processes incl. organizational structures from acquired companies into corporate processes. Harmonisation of Reporting-, Controlling- and Accounting-Processes.

Development of a harmonized sales management reporting for the Top-Management. Development of a customer contribution margin concept. Consolidation of financial statements of the national sales companies.

Preparation of reports for the Managing Directors for decision. Processing of investment decisions for Europe. Interface communication with european finance teams and business units.

Establishment of accounting and controlling processes in the new subsidiary. Development and implementation of an IT-Controlling for the whole Group. Conduction of benchmarks for the group-wide IT-services and derivation of measures. Implementation of a project controlling to ensure the achievement of the project targets.

Steering of projects to implement individual hard- and software-solutions. Interface management between sales, solution design and external IT-partners. Expansion of B2B-customers for individual IT-solutions.