Head of Controlling

Description du poste

The Head of Controlling leads the Controlling pillar through the post-merger integration, accountable for accurate, audit-ready statutory and consolidated (IFRS) accounts on time. The role builds the group-level consolidation, reporting and control capability the enlarged group needs, as guardian of the group's financial information. 

Key responsibilities :

Consolidation & statutory reporting 

• Own the monthly and annual consolidation across all entities, including the intermediate sub-consolidation tier; 
• Ensure traceability from local-GAAP statutory accounts to IFRS and to management reporting; 
• Coordinate statutory account preparation across subsidiaries;  
• Act as day-to-day counterpart to the group's co-statutory auditors and coordinate the group audit plan with the local auditors of each subsidiary. 

Technical accounting & long-term contracts (IFRS) 

• Own the group revenue-recognition policy for long-term contracts (IFRS 15), harmonising the methods inherited from Averna and Spherea — the basis for measuring operating performance; 
• Set the group booking / billing / backlog definitions, consistent with IFRS 15 revenue recognition; 
• Own PPA accounting on acquisitions — fair values, intangibles and related deferred tax; 
• Build then maintain the group accounting manual, IFRS policies and internal finance procedures; 
• Coordinate on transfer pricing documentation feeding the intercompany and statutory layer. 

Management & financial reporting 

• Own the group's reporting processes, for both management and statutory accounts; 
• Harmonise and shorten the monthly close (target d+5) and standardise the group reporting package; 
• Produce the consolidated figures and covenant calculations for the compliance certificates under the Senior Facility Agreement (SFA). 

Finance systems & processes 

• Act as business owner of the group consolidation and reporting systems, from the local ERPs to the EPM; 
• Set requirements for and validate the continuous improvement of the group systems in place (Amelkis); drive finance processes and documentation; 
• As client of the target-system project, set requirements, arbitrate and validate delivery — a scalable EPM interconnected with the local ERPs. 

Team & governance 

• Build and lead the group controlling team (3–4 direct reports) and support local accounting teams proactively; 
• Set group standards and the internal-control framework across entities and regions. 

First 12 months — what success looks like 

• Reliable monthly group consolidation by d+5; single entity-based reporting architecture live across regions; 
• First combined group consolidation delivered by Q1 2027, ahead of the 30 June 2027 deadline; 
• A harmonised group revenue-recognition policy for long-term contracts, consistently applied and validated with the auditors; 
• Amelkis quick-win requirements set and delivery validated; EPM business requirements specified and target-solution selection validated. 

Qualifications

Required 

• Qualified accountant (DEC, CPA, ACA/ACCA, or equivalent) with a master's in accounting or finance;  
• 15+ years in group consolidation and IFRS reporting (multi-entity, multi-currency); fluent English; 
• Expertise in long-term & project contract accounting (IFRS 15 over-time revenue recognition); 
• Consolidation-platform and EPM experience; integration & change-management track record. 

Preferred 

• Exposure to international tax and transfer pricing — intercompany flows and statutory impacts; 
• Private-equity & LBO-backed environment; familiarity with senior-lender and sponsor expectations; 
• Post-merger integration in an international group; 
• Industrial or engineering-services sector (aerospace & defence a plus). 

Core competencies 

Technical & delivery: authority on IFRS consolidation and long-term contract accounting; rigour and full ownership of deadlines; ability to standardise and industrialise finance processes. 

Relational & intercultural: builds trust and influences without direct authority across legacy organisations and different cultures; diplomacy, active listening in a sensitive post-merger climate; clear, adaptive communication across languages and finance-maturity levels; credible with auditors, regions and senior management.

Informations supplémentaires

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