03Career
Twenty years between trading, figures and systems
Every one of these stages began with something I wanted to learn.
Head of IT and Processes
- Budget responsibility for the IT and Processes unit, with 8,000 to 10,000 development hours a year.
- The IT team developed consistently and, with a ticketing system, enabled to share knowledge and solve problems on its own. The result is a strong team.
- End-to-end business processes from trading to fulfilment standardised to GS1 standards and digitalised:
- An integration architecture with a central message broker and a workflow for staff built, asynchronous, scalable and fault-tolerant for high message volumes.
- On top of it the team implemented the interfaces to suppliers, customers, hauliers, customs and Intrastat and automated the exchange of order, delivery and invoicing data, saving a great deal of manual work in operations.
- The ERP changes for the group-wide SAP rollout implemented:
- The master data processes in the ERP newly designed and implemented, as the prerequisite for connecting SAP Master Data Governance.
- The ERP connected through interfaces to SAP Finance and SAP Master Data Governance.
Head of Finance, Controlling and IT
- Responsible for the financial statements of the GOF parent unit and granaagro Germany, together around 2.2 million tonnes of grain, oilseeds and specialities a year, and for reporting to the group, with a 5-person team in Bern and Kiefersfelden.
- Controlling rebuilt on Qlik Sense together with the business functions, with drilldown from the business unit KPI through customer and product to the individual shipment.
- A 7-person IT team in Bern, Winterthur and the Czech Republic built and led, covering everything from requirements engineering through testing to support, and taking on ICT administration for the business unit alongside.
- The further development of the ERP set up and steered with agile methods together with the development team in Hamburg:
- Commodity futures integrated into the ERP, to control open positions and hedges without gaps.
- Chain transactions within the EU secured in the ERP, so that only constellations cleared by the business unit can be processed.
- The document architecture in the ERP unified, with a fraction of the former development and testing effort and far fewer errors.
Head of Feed Grain
- P&L and budget responsibility for the business unit, with a 9-person team in trading and operations. Supply mandate for UFA, Switzerland’s largest compound feed producer.
- Broken rice from Brazil and oats from Scandinavia contracted, shipped via Rotterdam and the Rhine to Basel and marketed in Switzerland.
- In the market entry into Germany with granaagro, reorganised purchasing and logistics and supported the ERP rollout.
- Controlling built with the business intelligence tool QlikView together with accounting, beyond my own unit for the whole of fenaco GOF.
- The compulsory stock reports to réservesuisse automated and digitalised with the operations team, day-accurate and straight from the ERP.
Project Manager
- A supply chain built from scratch, bringing the first certified Danube soya to Switzerland, from sourcing at the producer through processing and logistics to certification.
- Marketing concept for the ANI bedding products of the roughage department commissioned and owned, from the brand to the product names for all animal categories.
- Business cases for the Rhine port and for the takeover of the Groupe Minoteries silos, both supported through to the investment decision.
- The ERP rollout stabilised after key interfaces were missing at go-live, taking the lead in bringing the project back on course. A year later, implemented the Swiss grain harvest in the ERP with a new concept.
Controlling and Business Advisory
- Prepared and analysed the annual cost accounting for more than twenty LANDI cooperatives as part of controlling.
- Investment appraisals for stores, filling stations, real estate and production plants, worked out with the LANDI managing directors.
- Supported LANDI mergers, consolidated balance sheets, calculated synergies and prepared the figures for the cooperative members’ decision with the managing directors.
- Analysis and strategy development for the Pannonikum project, the infrastructure strategy for Switzerland’s grain collection points, from the analysis of the sites through the lines of action to the investment projects.
- Completed the EMBA alongside the job.
04 Education
Executive MBA, major in Innovative Business Creation
BSc in Agricultural Economics, Ingenieur-Agronom FH
Federal Diploma in Agriculture and vocational baccalaureate