About Us – The Founder – Jochen Bohner

PERSONAL INFORMATION

CAPABILITIES

Capabilities

Allrounder in Finance, Controlling, Governance, Funding, Tax Planning and Commercial Support
Specialized in analytical business support, business transformation and transaction advisory (see further details on page “Services”)
People and business management for me go hand in hand. I have received awards for talent development at Novartis and for value creation at Galderma
Certificates in Digital Health und Coaching (NLP-Practitioner)
Fluent in German, English, Spanish, Portuguese and French

PARTNERS expert network

MOTIVATION to support small companies and startups

Motivation

In 2023 Jochen started his own firm to support small companies and startups and leverage his knowledge and network.
Jochen made a successful career in large and mid-sized companies in health sector (Pharma, MedTech, Consumer Health) and held management positions in operational subsidiaries, regional management offices and global headquarters. This provided him with wide breadth of finance and business experiences. He also collected hands-on experiences in procurement, IT, human resources, legal, pension funds, logistics and facilities.
He acted in or with high-growth merging markets on all continents and had first-hand experience in crisis management, economic or political turmoil, currency risk & liquidity management and business turnarounds.
Jochen believes in active listening as the recipe for success to comprehend interconnections and to co-develop tailored solutions with the clients’ teams who buy into the plan. He wants to implement such solutions as they are more sustainable over time and generate enterprise value.

CAREER in Pharma, MedTech, Consumer Health

Career

As of 2023 entrepreneur, consultant, advisor, coach, interim CFO, investor
2018 – 2023 at Astellas, pharmaceutical company based in Japan, reporting to Group CFO and heading teams of about 200 associates in both roles // SVP Global Head of Commercial Finance, responsible for planning, reporting and control of all sales affiliates worldwide and finance support of the global marketing teams // before SVP Head of Finance, Procurement & IT of Europa, Middle East and Africa, responsible for accounting, tax, treasury, planning, IT and procurement
2013 – 2018 at Galderma, global dermatology leader (MedTech, Pharma, Consumer Health) part of Nestlé until 2019 // Head Transformation Office, responsible for project management for global reorganization and restructuring // before CFO Galderma Latin America // before CFO Galderma Brazil
2011 – 2013 at Swiss Education Group, chain of hotel management schools // supervisory board member, responsible for supervision of executive management team, strategic review and Finance support
2010 – 2012 at Ivoclar, leading company in development and production of aesthetic dental materials and equipment // CFO, reporting to CEO and Audit Committee of Supervisory Board, responsible for finance, IT and Human Resources, heading team of 140 associates worldwide // upgraded support functions to prepare company for strategic options in future
1997 – 2010 at Novartis, global Player in Life Sciences // CFO Novartis Brazil, part of global work force to develop growth strategies for BRICS based on ROI tools, offshore transactional finance activities, heading a team of 120 associates // before CFO Novartis Argentina, Chile, Uruguay // before Head Controlling Novartis Pharma Brazil // before finance positions of increasing responsibility in Switzerland and Spain

EXPERIENCE IN TRANSACTIONS
(M&A, Business Development, Transformations, Real Estate)

Transaction advisory

Jochen had project responsibility for >30 transactions in M&A, business development and large real estate projects.
Of which >10 projects quite complex and extended more than 1 year, as they included not only market analysis, target identification and valuation, but also contract negotiation, implementation and integration into the existing business.
Also, he was responsible for overall project management of 6 large transformation processes, either alone or in a duo.
Of which 3 were global transformations, e.g. for one year he had full-time job coordinating global project that included strategic review, adaptation of global org structure, streamlining of product portfolio and market presence, closing of 3 major sites and further efficiency programs. Thereafter the company was sold to large PE firm and continues its profitable growth trend until today.