04/30/2024 updated
100 % available
Former EY consultant in M&A Tax and Financial Modeling; Investment Manager at €+6bn MFO
Hong Kong, Hong Kong M.Sc. in Management, Master of Business Administration (MBA)
AccountingMergers and AcquisitionsData AnalysisFinancial Data AnalysisAngel InvestingAnnuitiesAsset AllocationAsset ManagementFinancial InstitutionFinancial ForecastBusiness EfficiencyCorporate FinanceBusiness Process ModelingBusiness PlanningStrategic ManagementBusiness ValuationCapital BudgetingVenture CapitalInvestmentsCommercial FinanceConsultingAlternative Financial ServicesFundraisingDivestituresDue DiligenceEntrepreneurshipFinanceSalesFinancial AnalysisFinancial ModelingPublic FinanceInfrastructure ManagementProject ManagementMutual FundNegotiationPrivate EquityBusiness StrategiesFinancial Transaction TaxDiscounted Cash FlowBudgeting
As a consultant with a unique blend of robust financial expertise, strategic understanding, and specific industry knowledge, I have obtained my skillset in the competitive spheres financial modeling, M&A tax, and wealth management advisory. These capabilities have been developed through years of hands-on experience at Ernst & Young (EY) Germany, Kontora Family Office GmbH, and my own entrepreneurial pursuits.
In my role at EY's M&A / Transaction Tax department, I was an integral part of a team that successfully managed over 25 complex transactions, collectively valued at more than €7bn. During this time, I was actively involved in buy- and sell-side M&A activities, sophisticated tax structuring solutions, and comprehensive due diligence processes, the majority of which to Private Equity clients. This exposure to high-value, international transactions provided me with a rich understanding of strategic planning and its effective implementation.
I further expanded my competencies at EY within the Valuation and Business Modeling department. Here, I had the opportunity to work on (indicative) valuations and perform extensive business plan validations for a range of pivotal projects. Utilizing advanced valuation methodologies, such as Discounted Cash Flow (DCF) and Multiple-method, I was able to further develop my financial acumen and data analysis skills - key components in the realm of strategic business consulting.
One of my standout projects at EY involved establishing an LLC for the German Federal Ministry of Transport and Digital Infrastructure. As the first consultant on site, I was operationally responsible for setting up the bookkeeping system from scratch and taking charge of financial forecasting (10-digit annual budget) for the fiscal years 2019-2021. This project not only showcased my ability to oversee a project from inception to reaching significant milestones, but also highlighted my competencies in project management and operational efficiency.
Following my tenure at EY, I transitioned to Kontora Family Office GmbH as an Investment Manager. Here, I was responsible for the management of Private Equity and Venture Capital investments, overseeing fund investments in excess of €120mn and monitoring of investments >€300mn. This role involved steering the entire due diligence process, strategizing negotiations with fund managers, and conducting in-depth analysis of clients' asset allocation. The experience further sharpened my due diligence capabilities, strategic negotiation skills, and my ability to identify potential investment opportunities.
Currently, as the Managing Partner of my own consultancy, I blend my entrepreneurial spirit with my strategic expertise. My firm specializes in providing fund due diligence support for European family offices. We also assist fund managers in their fundraising efforts. This role not only reflects my ability to provide strategic leadership but also underscores my understanding of operational efficiency.
In conclusion, with a proven track record, comprehensive technical expertise, and insightful strategic acumen, I am well-positioned to provide top-tier consulting services across various business scenarios. Leveraging my understanding of financial dynamics and industry-specific knowledge, I am ready to contribute significant value to any organization seeking strategic guidance and effective solutions.
In my role at EY's M&A / Transaction Tax department, I was an integral part of a team that successfully managed over 25 complex transactions, collectively valued at more than €7bn. During this time, I was actively involved in buy- and sell-side M&A activities, sophisticated tax structuring solutions, and comprehensive due diligence processes, the majority of which to Private Equity clients. This exposure to high-value, international transactions provided me with a rich understanding of strategic planning and its effective implementation.
I further expanded my competencies at EY within the Valuation and Business Modeling department. Here, I had the opportunity to work on (indicative) valuations and perform extensive business plan validations for a range of pivotal projects. Utilizing advanced valuation methodologies, such as Discounted Cash Flow (DCF) and Multiple-method, I was able to further develop my financial acumen and data analysis skills - key components in the realm of strategic business consulting.
One of my standout projects at EY involved establishing an LLC for the German Federal Ministry of Transport and Digital Infrastructure. As the first consultant on site, I was operationally responsible for setting up the bookkeeping system from scratch and taking charge of financial forecasting (10-digit annual budget) for the fiscal years 2019-2021. This project not only showcased my ability to oversee a project from inception to reaching significant milestones, but also highlighted my competencies in project management and operational efficiency.
Following my tenure at EY, I transitioned to Kontora Family Office GmbH as an Investment Manager. Here, I was responsible for the management of Private Equity and Venture Capital investments, overseeing fund investments in excess of €120mn and monitoring of investments >€300mn. This role involved steering the entire due diligence process, strategizing negotiations with fund managers, and conducting in-depth analysis of clients' asset allocation. The experience further sharpened my due diligence capabilities, strategic negotiation skills, and my ability to identify potential investment opportunities.
Currently, as the Managing Partner of my own consultancy, I blend my entrepreneurial spirit with my strategic expertise. My firm specializes in providing fund due diligence support for European family offices. We also assist fund managers in their fundraising efforts. This role not only reflects my ability to provide strategic leadership but also underscores my understanding of operational efficiency.
In conclusion, with a proven track record, comprehensive technical expertise, and insightful strategic acumen, I am well-positioned to provide top-tier consulting services across various business scenarios. Leveraging my understanding of financial dynamics and industry-specific knowledge, I am ready to contribute significant value to any organization seeking strategic guidance and effective solutions.
Languages
GermanNative speakerEnglishFluentSpanishGood
Project history
Problem:
The investment team was following a process, which has grown over time and did not fit the organization's internal approach of sourcing, analysing and executing investments anymore. Furthermore, the process was not in line with the process on an organizational level. This came to be as a result of the organization's significant growth. During this growth phase, entire new organizational entities had been established, that had to be formally and practically involved at specific times to ensure smooth operations, and, crucially, compliance with regulatory requirements. The project was managed with the software solution "Atlassian Jira".
Action:
I mapped all stakeholders and participants in the current process. Next, I conducted interviews according to the stakeholder mapping's dimensions to identify pain points and potential improvements in the process work flow. A mock-up process plan was developed, illustrating a 65-step process, following the natural flow of work while ensuring compliance and time constraints at every step. The preliminary process plan was discussed in a second round of target interviews and differences in perspective were mediated in face-to-face meetings until a general agreed upon plan emerged.
Result:
After a live test-run of the new process with the next investment opportunity and some minor adjustments resulting from this, the entire new process was created as an individual "project" in Atlassian Jira. From thereon, all new investments were conducted using the project management process template created in Jira. The ultimate result was a significant increase in efficiency within the organization, eliminating unnecessary iterations, and a large increase in the teams' atmosphere.
The investment team was following a process, which has grown over time and did not fit the organization's internal approach of sourcing, analysing and executing investments anymore. Furthermore, the process was not in line with the process on an organizational level. This came to be as a result of the organization's significant growth. During this growth phase, entire new organizational entities had been established, that had to be formally and practically involved at specific times to ensure smooth operations, and, crucially, compliance with regulatory requirements. The project was managed with the software solution "Atlassian Jira".
Action:
I mapped all stakeholders and participants in the current process. Next, I conducted interviews according to the stakeholder mapping's dimensions to identify pain points and potential improvements in the process work flow. A mock-up process plan was developed, illustrating a 65-step process, following the natural flow of work while ensuring compliance and time constraints at every step. The preliminary process plan was discussed in a second round of target interviews and differences in perspective were mediated in face-to-face meetings until a general agreed upon plan emerged.
Result:
After a live test-run of the new process with the next investment opportunity and some minor adjustments resulting from this, the entire new process was created as an individual "project" in Atlassian Jira. From thereon, all new investments were conducted using the project management process template created in Jira. The ultimate result was a significant increase in efficiency within the organization, eliminating unnecessary iterations, and a large increase in the teams' atmosphere.
Problem:
The client, a respected family office, found themselves in need of expert help in identifying, analyzing, and executing a significant private equity fund investment. Due to changes within their team, they found themselves short of the necessary resources and know-how to take on the project independently. They were looking for a skilled consultant who could efficiently steer the project, understand the complex issues at hand, and keep all relevant stakeholders clearly informed.
Action:
After collaborating with the Chief Investment Officer to define clear project goals, I set to work analyzing the client's customers' asset allocation in general and with respect to Private Equity investments. My research was in-depth and multifaceted, drawing on database exploration, expert consultations, and the wisdom I have gained from years of experience in this field to identify potential investment opportunities. With access to the data room secured, I conducted technical due diligence on legal and regulatory fronts, which led to me eliminating some potential investments. I then conducted both quantitative (e.g., waterfall/return modeling, track record analysis, performance benchmarking) and qualitative (e.g., portfolio fit, fund manager interviews, liquidity profile) due diligence. All along, I ensured smooth coordination with key parties in the organization, such as legal, tax, and compliance, to keep the project on track. After further consideration and discussions with the investment committee, we chose one potential fund investment based on a comprehensive scoring model.
Result:
The chosen fund opportunity was presented to the clients, leading to a collective investment of over €20 million. Throughout the project, all timelines were met, and the project's integration occurred without any issues. Once the investment was finalized, I passed the project on to the accounting team for further management and bookkeeping. This entire process is a testament to my ability to independently manage large-scale projects while keeping everyone in the loop, and delivering exceptional results through my expertise.
The client, a respected family office, found themselves in need of expert help in identifying, analyzing, and executing a significant private equity fund investment. Due to changes within their team, they found themselves short of the necessary resources and know-how to take on the project independently. They were looking for a skilled consultant who could efficiently steer the project, understand the complex issues at hand, and keep all relevant stakeholders clearly informed.
Action:
After collaborating with the Chief Investment Officer to define clear project goals, I set to work analyzing the client's customers' asset allocation in general and with respect to Private Equity investments. My research was in-depth and multifaceted, drawing on database exploration, expert consultations, and the wisdom I have gained from years of experience in this field to identify potential investment opportunities. With access to the data room secured, I conducted technical due diligence on legal and regulatory fronts, which led to me eliminating some potential investments. I then conducted both quantitative (e.g., waterfall/return modeling, track record analysis, performance benchmarking) and qualitative (e.g., portfolio fit, fund manager interviews, liquidity profile) due diligence. All along, I ensured smooth coordination with key parties in the organization, such as legal, tax, and compliance, to keep the project on track. After further consideration and discussions with the investment committee, we chose one potential fund investment based on a comprehensive scoring model.
Result:
The chosen fund opportunity was presented to the clients, leading to a collective investment of over €20 million. Throughout the project, all timelines were met, and the project's integration occurred without any issues. Once the investment was finalized, I passed the project on to the accounting team for further management and bookkeeping. This entire process is a testament to my ability to independently manage large-scale projects while keeping everyone in the loop, and delivering exceptional results through my expertise.
Problem:
The client was in the process of determining the size of investments required in their hotels and was looking for assistance in the financial model and financial planning. The CFO was facing a understuffed finance department and limited resources. Hence, outside support was sought to elevate the quality, granularity and accuracy of the financial models.
Action:
I set up several calls with the client's finance department and the CFO to understand the creation process and to verify underlying assumptions of the financial model. After additional research and expert talks about the hotel industry, the project was structured into two segments: business model validation and techincal analyses. During the business model validation segment, competitor analyses and benchmarks were conducted. During the technical segment, the model was refined and improved.
Result:
The project result was met with great enthusiasm by the client's CFO. Through my research, subject matter expert interviews and historical analyses, quality of the assumptions improved signficantly. New assumptions were included. During technical analyses, I was able to identify several logical and technical errors, which would have resulted in a faulty depreciation calculation for all 23 location for the next five years as this was the main planning tool for the entire hotel group's region.
The client was in the process of determining the size of investments required in their hotels and was looking for assistance in the financial model and financial planning. The CFO was facing a understuffed finance department and limited resources. Hence, outside support was sought to elevate the quality, granularity and accuracy of the financial models.
Action:
I set up several calls with the client's finance department and the CFO to understand the creation process and to verify underlying assumptions of the financial model. After additional research and expert talks about the hotel industry, the project was structured into two segments: business model validation and techincal analyses. During the business model validation segment, competitor analyses and benchmarks were conducted. During the technical segment, the model was refined and improved.
Result:
The project result was met with great enthusiasm by the client's CFO. Through my research, subject matter expert interviews and historical analyses, quality of the assumptions improved signficantly. New assumptions were included. During technical analyses, I was able to identify several logical and technical errors, which would have resulted in a faulty depreciation calculation for all 23 location for the next five years as this was the main planning tool for the entire hotel group's region.