Daniel Artmueller

• Providing strategic business partnering and effective decision support to the Centre Finance Manager, Centre Director and the Director for Global Business Control
• Driving Shared Service Centre financial performance to deliver annual plan commitments and proactively lead forward looking financial analysis
• Leading Shared Service Centre (700+ FTE) budgeting and forecasting cycles

• Provided financial leadership and proactive business partnering to the Nordics Management team (Division Institutional), member of the Market Leadership Team

• Provided financial leadership to the Sales On-Trade Director supporting a 26,000-customer business of EUR 255m in net sales, EUR 80m in operational result and EUR 25m in CAPEX
• Executed analysis on cost, margin, profit and mix (revenue management) on customer and SKU level for a 25,000-customer business (incl. credit limit reviews and DSO management)
• Provided guidance and challenged the decision making process of the Sales On-Trade Director by developing business cases (e.g. ‘in between the rent’ M&A Vienna) and providing scenario modeling
• Led the planning cycle for the three-year Strategic Action Plan, Annual Operational Plan and Latest Estimates

• Reported SLA KPI performance and monitoring internal customer relationship with a number of Operating Companies across processes (Purchase to Pay, Order to Cash, Record to Report)
• Facilitated and drove operational and strategic governance forums for execution and success
• Issued a quarterly cross Operating Company KPI benchmark report, while benefitting from the knowledge of best performing organisations and applying this across the organisation
• Prepared visits to HGSS in cooperation with managers at the highest level of the organisation and executing them from low profile to CEO level
• Completed the HEINEKEN First Line Manager Development Programme

Three six-month assignments: new country, new job, new team.

09/2012 – 02/2013: HEINEKEN Breweries, Addis Ababa, Ethiopia
• Implemented a variable costing statement per SKU in both local breweries (then Harar and Bedele) of HEINEKEN most recently established OpCo

02/2012 – 08/2012: Brau Union Österreich, Linz, Austria
• Documented 135 transactional accounting & finance processes (Order to Cash, Record to Report), preparing Brau Union Österreich for transition to HEINEKEN Global Shared Services (HGSS)
• Compared local with global processes, improved local processes and liaised with HQ in Amsterdam on Brau Union transactional accounting & finance environment

09/2011 – 02/2012: HEINEKEN Nederland, Zoeterwoude, The Netherlands; HEINEKEN Entreprise, Paris, France
• Implemented common supply chain reporting standards for HEINEKEN Nederland and HEINEKEN Entreprise
• Demonstrated to Heineken Entreprise how to make reporting more efficient at the example of the software application IBM Cognos TM1

• Updated the 60-pages country report prepared for Austrian investors interested in Colombia
• Planned and executed the visit of a Colombian trade delegation interested in doing business in Austria
• Compiled five economic articles published on the website of the Austrian Commercial Office

• Compiled and published reports on the Austrian and international equity and bond markets
• Distributed reports to different news channels (newspapers, public/corporate info screens, teletext)

• Managed a dozen of Spanish and Latin American bank customers
• Prepared offers for clearing accounts for international bank customers (mainly CEE banks)

• Invoiced a large scale construction project (Costanera Center) for the newly established subsidiary
• Administrated the inventory management tool (Discos 0) and delivered monthly reports to HQ

• Monitored credit card transactions for counterfeiting
• Handled customers’ phone and email queries