"Commercial Model Integration"
Against the background of the integration of two internal IT service providers with different initial situations in terms of content and organization within an internationally positioned company in the energy sector, Antores GmbH supported the development and introduction of the joint Future Operating Model (FOM). In addition to ensuring Commercial Readiness" at the time of the merger, the objective of the consulting services was to generate synergies, create transparency, harmonize systems and processes, renew the contractual basis for service provision and charging, take into account tax & regulatory aspects and document the new commercial model. Additionally, we provided support for the harmonization / standardization and migration of master and transactional data. The project was successfully completed end of 2020.
"Coaching & Management Enterprise IT Project Management"
Coaching & Management in Enterprise IT Project Portfolio Management at a client and support of various programs / projects as well as management of outsourcing partners and other service providers.
"Implementation Commercial Model Digital"
Group-wide implementation of a "Commercial Model Digital" at an internal service company with a focus on the development of a new license model. In doing so, the fiscally necessary aspects had to be taken into account. Tasks included also design and introduction of the commercial & contractual processes, change management as well as communication and documentation.
Sale of a stock corporation (Merger & Acquisition)
Execution of the M&A transaction for the sale of 100% of the shares in a German stock corporation from due diligence through purchase price determination and contractual design (including notarization) to the transfer of all operational processes.
Development of the Contract & IT Sourcing Management Division
Project initiation to define a common sourcing governance between the business units and the purchasing organization, as well as the creation of a contract management specific KPI dashboard at a listed energy company.
Project coordination of the contract implementation for the individual network and communication services in an international group environment
Leadership of the Project Management Office (PMO) for the contract implementation of the IT and telecommunications services at an international energy company and subsequent handover to the line organization after successful project implementation.
Program Management for a Tendering Process
Responsible program management for an international call for "Managed Communication Services - MCS", including planning, organization, project management, negotiation, business case preparation, communication to the steering committee and decision making for the board. In a significant large European MCS tendering procedure, several lots have been put out to tender and Western and Far Eastern bidders have been involved in the Request for Proposal (RFP). A contract landscape has been achieved with service providers. All objectives (competitive benchmarking, operational stability, future flexibility in the contract landscape, meeting IT and business needs and user satisfaction, ...) have been fully achieved.
Lead of the commercial workstream implementing an IT Sourcing Strategy
An IT company was faced with the decision to either extend the existing outsourcing contracts or to tender them on the market. In a first phase, the financial sub-project lead covered the calculation of business cases for different scenarios as part of the agreed sourcing strategy and to provide essential decision criteria. In a second phase, the focus was to financially evaluate and assess the extension- and tendering options different services.
Carve-Out of a shared service center company
The project scope was to support the Carve-Out of an international shared service center regarding the cross-divisional functions due to the separation of a major corporation into two legal entities. This support-task included the overall project controlling, the preparation and coordination of the underlying contracts for the Carve-Out and the design of target units within the CFO area.
Further development of a Business Case
Further development of a business case and financial steering model for the setup of an international service provider with focus on accounting. The project included the definition and implementation of future processes, pricing and contractual landscape.
Long-term strategy of a HR service provider
Analysis of optimization measures for a personnel service provider with regards to organization and structures as well as location options. The main task of the project was to create guidance for a long-term focus of the shared service unit.
Optimization of contract management
Implementation of a data base solution for the contract management of Finance-, HR- and other corporate Services (e.g. Internal Audit). The project included the requirements analysis, implementation, testing and End user trainings. Based on integrated work-flow solutions further significant End-to-End process optimization could be achieved. The Antores project lead was able to ensure an on-time Go-Live including complete achievement of the objectives for quality, security and effectivity.
Transformation of a financial department
Financial process optimization of a shared service organization as part of a finance transformation project, associated with the implementation of restructuring measures. The project tasks included project management, project management office as well as project controlling.
Operational Control of a CFO Organization
We took on an interim management assignment for the CFO organization (incl. financial/functional controlling and customer relationship management) of several subsidiaries of a group after the companies had been established and set up. This included the creation of departments, the implementation of line and project processes and the hand-over to the subgroup’s newly created CFO organization.
Establishing a Shared Service Company
We integrated shared services (HR/IT/Accounting) in terms of corporate law and HR management and harmonized all business processes for a new company of a business group. We developed and implemented a common strategy and commercial model (incl. contract transfer) congruent with international accounting principles.
"Designing and Implementing a Template Solution
We successfully designed a commercial model for controlling, accounting and purchasing processes. We introduced the harmonized/standardized processes in more than 20 countries and implemented a group-wide IT system in all entities of an international energy supplier.
Harmonizing Group Consolidation
For an international group company, we standardized, harmonized and enhanced the efficiency of internal and external reporting and introduced SAP-SEM for consolidation purposes across the entire group to comply with US GAAPs, IFRS and local accounting principles. In addition, we introduced a control tool and medium-term planning. All project goals were fully achieved. This included improving efficiency and supporting fast close processes for financial statement and planning purposes.
Centralizing Financial Management
We implemented a group-wide financial management system for front, middle and back office for a large energy group using Trema FinanceKIT (incl. cash management and web connection).
Successful Strategy Project on Content Commercialization
For the Online Offerings section (content commercialization) of an international media group, we set up, conducted and successfully completed a business segment analysis (incl. research/competitor analysis/feasibility and profitability analysis) by assisting our client with the choice of strategy.
Turnaround of a Medium-Sized Company
We conducted a profitability analysis for a German construction company and assisted the client with the turnaround plan.
Introducing Effective Financial Reporting
For a German media group, we implemented a management information system (MIS) for balance sheets, income statements and cashflow as well as an early-warning system. Moreover, we helped optimize internal financial processes.
Implementing a New Corporate Strategy
We assisted a German service company in defining corporate goals and developing a strategy to achieve those goals. We documented the mission and strategy, business and steering model and commercial model. Furthermore, we defined a new organizational and operational structure and a communication plan. We introduced and rigorously implemented the strategy project and provided implementation support.
Implementing Profit Center Controlling
We designed and introduced a SAP-based profit center reporting system for an international service company.
Harmonizing and Rollout of an International Chart of Accounts
We helped a European service company merge the local charts of accounts of more than 15 countries and the group’s chart into a common standardized chart to comply with national and US GAAPs. This included the rollout to all units.
Optimizing a Personnel Development Plan
We refined a personnel development plan for a German group defining talent groups, roles and a new bonus scheme after responsibilities and tasks had been reorganized. In addition, we introduced the new system to the operational units in Central Europe in consultation with workers’ representatives, local managers and Human Ressources.
Finalizing a SAP Rollout for Finance, Accounting and Controlling
For an international consulting firm, we conducted a Europe-wide introduction and rollout of SAP R/3 (FI, CO, AM, SD, service settlement) meeting local and US GAAPs. We designed a labor costing procedure for the project profitability analysis of all group companies.
Due Diligence Resulting in Outsourcing Contract
We conducted a due diligence on an outsourcing contract between an IT services provider and a German publishing group, focusing on finance/financial planning. As a result of the due diligence, both partners decided to conclude the contract.
Introducing Cost Object Controlling/Project Controlling
For a European service company, we designed, implemented and rolled out SAP R/3 cost object controlling and introduced project controlling (standardized quotation costing, profitability analysis/reporting, early-warning system).
Conducting an HR Project
We introduced SAP HR and partnered with the general project management team to reorganize HR for a German stock exchange. This included reporting to the board of directors and consulting with employee organizations. All project goals were achieved.
Managing a Critical SAP Migration
We conducted a classical SAP migration for a German limited company (management consulting).
Establishing a Group Reporting System
For a German service company, we compared actual and target performance, designed, planned, set up and activated an internal SAP-based group reporting system (cost element, cost center and cost object accounting).