Your goal, my mission: company realignment, interim management, crisis management.
I am commissioned on a project-specific basis by medium-sized companies in the production industry and technical services sectors, as an interim manager for finance and controlling at management levels 1 or 2 or as a consultant. As an experienced, assertive yet cooperative and questioning CFO, I am valued by owners, investors and the corporate management, as well as by sales, production and technology managers.
Whether it be to fill in for a vacancy during the recruitment process/parental leave, or in a temporary position during incorporation into a group or for a specific company realignment project – with specialist knowledge kept constantly up-to-date and many years of management experience, I do justice to the faith shown in me.
Please feel free to contact me – we will match the concrete requirements of your company to my specific range of services. All information will be treated with utmost confidentiality. Kontakt: +49 151 50 68 38 38
I will gladly help you to achieve your business goals.
Helmut Riske
Finance / Compliance
In more than 20 years in CFO and Managing Director positions, I have been responsible for day-to-day finance and accounting activities, including organisational / technological realignment in numerous complex restructuring projects. Using MS Office, CODA, SAP FI and NAVISION.
- Accounting: Preparing annual accounts and ensuring compliance
Setup, reorganization and centralization of accounting and financial accounting processes for the efficient production of auditable annual accounts in accordance with German GAAP (HGB) and IFRS. Validation of the documentation for rating analyses, notes and compliance (including SOX 404).
- Reporting: Visualising information and analysing decisions
Integration of conventional data from financial accounting as well as sales, production and technology key performance indicators into reports for owners, banks and the management. Deployment of tools to investigate scenarios concerning the future impact of measures on the KPIs.
- Organisation: Structuring corporate planning and optimising restructuring
Short and long-term order volume analysis, fixed costs development and investments are summarised in a prospective cash flow statement to facilitate a comparison of the target/actual situation. Implementation of corporate goals into target costing and the budgeted balance sheet.
Controlling / Turnaround
Corporate growth and success are based on the performance of the people involved. My questioning, supportive work with technical, sales and administration experts and the use of tools such as COGNOS, Professional Planer and SAP CO have proven successful.
- Cash: Minimising working capital and budgeting cash flow
Optimisation of integrated corporate planning, with the items quantity structure, price, unit costs within the timeframe of the value chain. Escalation management in the event of non-compliance with delivery times and payment terms. Transition to rolling control of cash flow and investments.
- Costs: Validating cost calculations and optimising capacity utilisation
Setup and updating of highly-automated costs and performance data recording within the corporate process. Specific analysis of cost allocation, fluctuations in capacity utilisation and quality assurance costs. Planning investments and profit contribution per cost object and cost centre.
- Customer: Defining offers and calculating orders
Organisation and validation of risk management in connection with individual offers and deviations from the standard frame contract. Workshops with the management team and the departments sales, production, legal and quality management in order to analyse overrun of costs and deadlines.
Mergers & Acquisitions
In more than 20 years of practical experience, I have already implemented target-oriented M&A process workflows for spin-off or integration of medium-sized companies, in international companies in particular. Ahead of the kick-off, teams are given responsibility to work on the following topics.
- Priority: Convincing customers and revising processes
Updating the product life cycles within the portfolio, pre and post-merger. Devising customer-specific concepts for short-term consolidation and medium-term growth. Analysis and finalisation of new processes for optimised delivery of services, post-merger.
- Employees: Structuring the organisation and motivating key players
Chairing target-oriented workshops with key players before and during the process of change in order to dovetail the new organisation and the processes. Involvement in human resources development planning. Compliance consultancy with feasible power of authority rules.
- Goals: Initiating projects and finalising corporate planning
Derivation of the operational KPIs from strategic corporate planning and revision of the short and medium-term subplans. Specification of definable projects with measurable goals for the further development of markets, products, employees and supply chain management.
Projects / Customers
I would like to thank my customers and colleagues for the confidence they have shown in me. This is one of the reasons why I have not published concrete project data. Personal references for the projects are available directly on request for additional information.
I look forward to meeting you too.
Helmut Riske
Development and implementation of new structures in finance and dovetailing with digitalized supply chain in the global market of premises surveillance technology. Company expansion supported by new VC - investors.
Consulted on development of buy-and-build strategy after takeover by ECM Equity Capital Management. Onboarding of new business acquisition and new processes.
Prefabricated House Manufacturing:
Interim CFO and Managing Director of Green Building Group, D-A-CH-SLO
Architecture, production and sales of high-quality, turnkey, wood-construction prefabricated houses. Contracted by H.I.G. Europe, London. Managed change from four family-owned single market players to group of companies.
Development companies for the mass production of industrial-scale, innovative electricity storage technology for mobile energy supply.
The customer would like confidentiality to be respected. CFO of many years and confidant of the owners suffers burnout, receives expert CFO backup until complete recovery.
With Infoteam Training Services, European Key Account Managers are trained in holistic analysis for outsourcing document management to RICOH.
Project leader for first, successful use of CRM for the business segment Banking and Finance for control and documentation of the entire sales- and production processes.
R&D for new, market-ready energy technology for non-combustible battery cells. Holding company in Basel / Switzerland with active subsidiaries in D-CH-USA.
Business consulting on franchise concept, investment, working capital, HR management, controlling and financing for a Bodymed Center.
Initial knowledge and training for interactive analysis and planning of the asset, finance and revenue situation for non-specialist managers with first P&L responsibility.
My most important projects carried out in permanent positions:
German company of the global leader in translation technology in the automotive, medical technology and industry fields. Responsible for extensive restructuring and integration projects as CFO and MD Germany , also after takeovers by competitors in 2001, 2002, 2004 and finally in 2006 by Lionbridge Technologies Inc. / USA.
Commercial management for conclusion of a first group-wide seven-figure contract through a globalised, integrated "in the cloud" production concept, support by Lionbridge in Germany, Warsaw and Mumbai.
Originally medium-sized, family-owned company Sintermetallwerke Lübeck GmbH, a supplier of sintered moulded parts for the automotive industry. Commercial manager responsible for restructuring and integration into GKN Sintermetals Ltd. / UK.
