Jochen Schultze

Professional Background

CFO and Economist with 25 years experience in various management positions worldwide.
3+ years as Post-Merger Integration and Project Management Consultant.
8+ years at Nokia in the area of Post-Merger Integration/Carve-outs and Head of Finance for Services Latin America.
10+ years of various management posi-tions in Finance at Siemens in Asia and worldwide.
3+ years in various positions in the power generation and distribution domain.
7+ year as General Manager and PE investor in the SME domain.
Native German, fluent in English and basic Spanish and Portuguese speaker.

M&A Skills & Expertise

Post Merger Integration (PMI) expert and Project Management Professional (PMP).
Finance Manager with sound financial understanding and business sense.
Expertise in international turn-key projects and service business.
Wide-ranging understanding of the communication industry.
Extensive practice in restructuring of businesses and change management.
Long-standing experience in project control-ling and reporting in international companies.
Leadership experience and team building capability through recruiting, coaching and mentoring initiatives.
Awareness in intercultural sensitive sphere through numerous cross-border transactions.
Profound international experience from living (Thailand, Brazil, USA) and working abroad.

Project Highlights

PMI Lead at HAWE Hydraulik, a family-owned SME, integrating a subsidiary of Hoerbiger, involving 4 Sites in Germany and China, 300+ employees.
IMO Lead: Carve-out of Nokia China business and re-integration into the existing JV Alcatel Shanghai Bell (17.000 employee, 28 legal entities).
IMO Lead Comptel Oy: Public listed software company in Finland with app. 850 employees in 25 countries at a purchase price 350 m€.
IMO Lead for several innovative start-ups and spin-offs in the high-tech arena as well as for market consolidation driven acquisitions.
Carve-out Lead Redknee: Carve-out of Nokia‘s Business Systems comprising of customers in 42 countries and 1200 employees.
Synergy assessment, target setting and measure implementation tracking (KPI dash boards).
PMI Playbook development in the technology domain and roll-out of customize PMI SaaS –solutions.
Integration design, planning (WBS) and imple–mentation throughout the project life cycle.