GPMIP Post Merger Integration consultant, Jochen Schultze

Jochen Schultze
United Kingdom

People profiles

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 implementation throughout the project life cycle.  

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