Ingo SCHAFER

General Manager
Led a business unit of 200 employees across 2 sites. Activities include production, sales, service, finance and HR, Reporting to the Operating Directors (Leybold Vacuum GmbH) and the Board of Directors.

 Reorganized sales and after-sales service:
 Installed a telesales & technical support team
 Reduced sales administration costs by 15%
 Developed a new sales force compensation system
 Restructured the finance department:
− Updated financial accounts and tax statements
− Implemented a new corporate transfer pricing policy for a French subsidiary: successfully passed an audit by the tax authorities
− Implemented IFRS accounting standards
− Established P&L statements per activity and set forecast targets

 Improved HR and labor relations policies:
− Designed, negotiated, and implemented a new profit-sharing scheme
− Increased a production plant’s flexibility by negotiating a change to the 35-hour work week

 Led a manufacturing improvement project that resulted in a repositioning of the business unit among the Group’s activities and in reduction of administration costs by 15 %

KÄRCHER FRANCE SAS  Bonneuil-sur-Marne, France
Manufacture and distribution of high-pressure cleaning equipment, €180M revenues, 400 employees

Vice President of Finance and Administration
Led a group of 20 employees responsible for accounting, management control, IT, and purchasing. Reporting to the Group CFO and the Business Unit President.

 Introduced financial controls for management: developed budgeting processes per profit center and performance indicators per activity

 Streamlined accounting procedures:
− Shortened the time required to develop statements by 4 days after period end for annual reports and 1 day for monthly reports
− Reorganized the customer account and credit management services: reduced late payments by 15%

BASF AG
Chemicals manufacturer, €55B revenues, 120,000 employees, 300 subsidiaries and affiliates

1999 - 2002 Director of Operations, BASF (COMPO) Horticulture & Jardin SAS  €120M revenues, 260 employees  Levallois-Perret, France
Led a team of 90 employees responsible for accounting, management control, IT, HR, production, logistics, and quality. Reporting to the Business Segment President and the Board of Directors.

 Managed the acquisition of Algoflash in 2001 (€60M revenues, 100 employees):
− Conducted preliminary studies, valuations, and due diligence
− Administered transactions using capital and shareholders funds
− Handled legal and post-acquisition negotiations: recovered 10% of the acquisition price
− Coordinated merger activities and sold foreign subsidiaries
− Arranged new subcontractor and service provider contracts
− Negotiated 15 work termination contracts as part of the restructuring

 Defined, coordinated, and implemented various logistics projects:
− Relocated a fertilizer plant: saved €800K per year
− Negotiated subcontractor and partnership contracts: saved €200K per year
− Integrated new operations into the corporate SAP R3 system

 Established P&L statements per profit center

 Negotiated contracts with the labor committee (profit sharing, 35 hour work week)

1996 - 1999 Project Manager, Finance and Operational Audits  Ludwigshafen, Germany (headquarters)
Led operating audits and consulting projects in Europe, Asia, Africa, and Latin America with teams of 2 to 4 people. Reporting to the International Internal Audit Director.

 Conducted due diligence and valuations for company buyouts in Europe

 Audited production operations at a Spanish factory: reclaimed €1M with suppliers

 Developed manufacturing cost calculations for a Japanese subsidiary

 Optimized logistics (flow, inventory, receivables collection) for a Portuguese subsidiary: reduced working capital requirements by 15% while maintaining a constant service level

 Introduced a currency hedging system at a South African subsidiary

Financial Auditor  Reviewed French & German accounts with teams of 2 to 5 people