Transition Manager Finance Operations

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• →Assume end-to-end responsibility for one or more concurrent accounting process migration projects.
• →Develop detailed transition plans, including project scope, milestones, timeline, resources, dependencies, and success criteria.
• →Managing all project phases, from analysis and preparation through knowledge transfer and parallel operation to stabilization and handover to line operations.
• →Defining project governance, as well as organizing and facilitating steering committees, status meetings, and decision-making forums.
• →Preparing regular status reports for local and global executives.
• →Monitoring the schedule, budget, resources, quality, and agreed-upon project scope.
• →Identifying, assessing, and actively managing project risks, issues, and dependencies.
• →Developing and implementing appropriate measures in the event of deviations or delays.
• →Ensuring complete project documentation and a controlled project closure.
• →Conducting lessons-learned workshops and applying the insights to future transitions.

• Analysis of existing accounting processes, organizational structures, systems, controls, and responsibilities in the transferring country organizations.
• Preparation and validation of process inventories, as well as definition of the specific transition scope.
• Coordination of the relocation of processes in areas such as:
• General Ledger and Record-to-Report
• Accounts Payable and Procure-to-Pay
• Accounts Receivable and Order-to-Cash
• Treasury and Cash Management
• Tax and Statutory Reporting
• Intercompany Accounting
• Fixed Assets
• Month-end and Year-end Closing
• Ensuring that IFRS, local GAAP requirements, tax regulations, and internal guidelines are taken into account during the process transfer.
• Defining clear roles and responsibilities between the Business Service Center and the local finance organizations.
• Ensuring the continuity of critical financial processes during the transition, particularly for monthly and annual closings.
• Coordinating data migrations, system access, authorization models, and relevant interfaces.
• Supporting the standardization and harmonization of processes across multiple companies and countries.

• Development and management of a structured knowledge transfer approach.
• Creation of knowledge transfer plans, training plans, and readiness criteria.
• Ensuring complete documentation of processes, work instructions, controls, schedules, and escalation procedures.
• Coordination of training, shadowing, reverse shadowing, and parallel runs.
• Assessing the knowledge level of the receiving teams and tracking identified gaps.
• Defining and monitoring quality and acceptance criteria for each project phase.
• Conducting formal readiness assessments prior to go-live.
• Managing the hypercare and stabilization phases following the transition.
• Ensuring a structured handoff to the responsible team leaders and process owners.

• Building trusting relationships with the transferring country organizations, the Business Service Center, and local and global management.
• Serving as the central point of contact for all transition-related issues.
• Proactively communicating project progress, decisions, risks, and escalations.
• Managing diverse interests and expectations across countries, functions, and hierarchical levels.
• Supporting the affected teams through organizational and procedural changes.
• Developing and implementing communication and change management plans.
• Facilitating conflict resolution and fostering constructive collaboration between the transferring and receiving organizations.
• Escalating critical issues at an early stage with clear proposals for action and decision-making.

• Identifying opportunities for standardization, automation, and digitization as part of the transition.
• Avoiding the thoughtless adoption of inefficient or non-standardized processes.
• Developing future target processes in collaboration with process owners and operational teams.
• Promoting a culture of continuous improvement, collaboration, and operational excellence.
• Developing reusable transition methods, templates, and best practices.

• Bachelor’s or master’s degree in accounting, finance, business administration, auditing, or a related field.
• More than three years of relevant professional experience, preferably at a Big Four accounting firm or a comparable management consulting firm.
• Demonstrable experience leading or playing a key role in accounting, finance transformation, or process outsourcing projects.
• Very strong knowledge of accounting processes and financial closing procedures.
• In-depth knowledge of IFRS; knowledge of local GAAP and tax requirements is a plus.
• Experience in shared service center, business service center, or BPO environments is desirable.
• Experience managing multiple projects, countries, or workstreams simultaneously.
• Knowledge of established project management and change management methodologies.
• Proficiency in working with project plans, risk and action item lists, status reports, governance structures, and decision-making templates.
• Strong problem-solving, analytical, and decision-making skills.
• Excellent communication, facilitation, and presentation skills.
• Confident demeanour when interacting with CFOs, finance directors, local management teams, and other senior stakeholders.
• High degree of personal responsibility, resilience, pragmatism, and a results-oriented mindset.
• Willingness to travel internationally as part of transition and knowledge-transfer activities.
• Fluency in English; very good knowledge of German and/or French is a plus.

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The success of this role is measured based on the following criteria:

• On-time transition: Achievement of agreed-upon milestones and go-live dates.
• Budget and scope compliance: Implementation of projects within the approved budget and project scope.
• Operational Readiness: Successful completion of knowledge transfer, documentation, training, testing, and readiness assessments.
• Business Continuity: No significant disruptions to closing, payment, reporting, or compliance processes.
• Quality and Stability: Achievement of the agreed-upon quality and performance metrics within the stabilization phase.
• Risk Management: Early identification, transparent escalation, and effective resolution of risks and issues.
• Stakeholder Satisfaction: Positive evaluation of the collaboration by both the transferring and receiving organizations.
• Standardization and Improvement: Demonstrable implementation of process improvements, automation, and harmonized work practices.
• Sustainable Handover: Complete and accepted handover of processes to the operational line organization.

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