How an Interim CFO structured a new sub-group holding, secured first-time consolidation and managed the integration of international production sites.
Initial Situation
A German diversified industrial group strengthened its sustainability activities through the acquisition of a young technology company based elsewhere in Europe.
The transaction was executed as a share deal. At the same time, production assets in four plants on three continents were acquired through asset deals. The technology had already been integrated into customers’ operational processes.
The objective was to establish and expand a new business segment.
To achieve this, a sub-group holding company was founded at the German headquarters. Central functions were to be bundled within this entity, which would also hold the participations in the local subsidiaries across different countries.
The management team of the new business unit had extensive international experience. However, the future Finance Director was not yet available at the time of the acquisition, and the parent company could not provide sufficient internal resources.
There was a clear gap in capacity and expertise for:
- Structuring and establishing the holding company
- Integrating the new unit into group structures
- Ensuring compliance with reporting and consolidation requirements
The integration process, however, could not be delayed.
The Role of the Interim CFO
HANSE Interim appointed an experienced Interim CFO at short notice, responsible for building the sub-group holding and managing the financial integration of the acquisition.
He started while the future position holder was still unavailable.
Initially working largely independently, with selective support from corporate functions, he established both the operational and structural foundations of the new entity.
His responsibilities included:
- Setting up and organizing the new offices
- Establishing the financial accounting structure, including a dedicated accounting entity
- Ensuring complete and compliant recording of all transactions from the foundation of the holding
- Building the reporting framework for the upcoming half-year closing
- Delivering the first-time consolidation into the group financial statements
Together with the European subsidiary holding the technology, he implemented all necessary financial and accounting measures:
- Aligning the local chart of accounts with group standards
- Adjusting local accounting to meet group reporting requirements
- Structuring and valuing significant intangible assets from technology development
- Establishing processes to reconcile all intercompany relationships
In parallel, he introduced a focused KPI and financial reporting structure for monthly reporting to the parent company.
Structured Handover Instead of a Fresh Start
When the newly appointed Finance Director joined, he did not take over an unfinished setup, but a functioning and structured organization.
Processes were defined, stabilized and documented. Operational responsibilities were gradually handed over.
At the same time, the Interim CFO and the parent company supported the recruitment of a dedicated accounting and controlling team for the holding. The process was successful, enabling the new Finance Director to start with an operational team in place.
From Deal to Stable Holding Structure
Extended Responsibility: Asset Deals and International Sites
Subsequently, the Interim CFO was also entrusted with managing the implementation of the asset deals related to the four production sites.
He assumed responsibility for project management and monitoring of all measures connected to the site transfers, including:
- Establishing local legal entities
- Insurance and regulatory approvals
- Setting up IT infrastructure
- Coordinating and valuing both tangible and intangible assets
This required close coordination between internal teams, the seller’s representatives, local and central advisors, and the parent company’s PMO.
A complex international environment with high execution pressure and clear accountability.
The Result
The integration process started immediately after the acquisition without any delay. ✔
The new holding met all group requirements on time, including the half-year closing and first-time consolidation. ✔
The incoming Finance Director was handed a fully operational and report-ready organization with stable processes in place. ✔
In addition, the Interim CFO played a key role in managing the individual measures and financial aspects of the asset transfers. ✔
Conclusion
Establishing a holding structure after an acquisition is not a side project. It determines how quickly a strategic decision turns into a functioning business.
In this mandate, the Interim CFO ensured that integration, compliance with group standards and operational readiness aligned from day one. He created the necessary structures, secured closing capability and handed over a stable organization to the new position holder.
For the group, this meant no delays, no internal resource bottlenecks and no reporting risk.
An example of how an experienced Interim CFO combines speed and structure during a critical growth phase.
With best regards
Your HANSE Interim Management
Andreas Lau
