Results
Results from more than 20 years of leading transformations. As consultant and in operational responsibility. Realized means: arrived in the P&L, not on the slide.
Results our founder realized in more than 20 years. As consultant and in operational leadership.
Mid-sized companies
A clearly defined question, one sponsor, short paths, effect within months.
| Effect | What we did | Company |
|---|---|---|
| 1.5 m $ p. a. cost savings from process optimization and automation | 50 % faster monthly close. Automation and real-time reporting across more than 100 source systems. 350 accountants, executives and IT staff trained worldwide. | Top-10 US telecommunications company, 12 bn $ revenue · Record-to-report |
| 3.9 m € p. a. savings, 23.4 m € over six years | Integrated controlling for a technology group. Program lead for an integrated controlling application with a volume of 36.6 m €. From RFP win to operation. Uniform metrics for all business units. | Technology and automotive supplier, global · Finance · 60 months · team of 27 |
| 28 m € identified and projected on data | 28 m € made visible in 12 weeks. A familiar feeling: money was leaking somewhere, but nobody could say where. Analysis across the entire procure-to-pay process, value cases prioritized, execution steered. | Global pharma group, 19.6 bn € revenue, 112,000 employees · Procure-to-pay |
| 2 m € savings in the first year | Reporting, planning and consolidation from one source. RFP won and delivered: one reporting and planning system for group and plants, consolidation included. One set of numbers instead of three. | Stainless steel pipe manufacturer, Lower Saxony, approx. 2,000 employees · Finance · 18 months |
| 1.9 m $ p. a. savings, 15 m $ over eight years | From data to knowledge at a regional bank. Program “Information to Knowledge”: finance and treasury data in one model, analysts trained, reports automated. | Regional bank, USA, approx. 2,100 employees, approx. 655 m $ revenue (2016) · Finance · 12 months |
| 2.0 m $ p. a. savings, 10 m $ over five years | Twelve projects, one program, one utility. Enterprise performance program with twelve sub-projects: project dashboard, outage, fleet and safety reporting, HANA migration. Reports up to 50 times faster. | Municipal utility, USA, approx. 2,300 employees, approx. 1.9 bn $ revenue (2023) · Finance, operations · 10 months |
Corporations
Global programs with many stakeholders, countries and systems. Steered through to measured effect.
| Effect | What we did | Company |
|---|---|---|
| 300 m $ run-rate reduction in 24 months | 300 m $ run rate reduced. Finance program director in the integration management office. 300+ people in 50+ countries. Virtual workforce competency center with RPA. | Global post-merger integration, 4.3 bn $ revenue, 10,000+ employees · Finance, operations, automation |
| 75 m € p. a. measured savings, 300 m € over four years | 75 m € p. a. procurement savings made visible. Set-up of group-wide procurement reporting. Price and volume deviations transparent per supplier and plant. Savings have been measured continuously since, instead of estimated. | Automotive supplier, 20 bn € revenue · Corporate BI, procurement |
| 84 % less time to produce the financial statements | Closing cut from 30 to 5 days. Analysis of 11 process streams, five-year roadmap. 80 controllers moved to automated processes for currency conversion, forecast, data collection and analysis. | IT service provider, all subsidiaries · Finance, business intelligence |
| 4.6 m € p. a. savings | Applicant management for a staffing company. Set-up of an applicant management system for all branches. Fewer manual steps per application, faster placement. | Staffing company, Germany, 1.5 bn € revenue, 28,200 employees, 390 branches in 270 cities · HR · 4 months |
Results our founder achieved in previous roles. We name companies only with written approval.
Value Journey
| Level | Deviation | Evidence |
|---|---|---|
| Identified | ± 50 % | Benchmarks and financial metrics, no process data |
| Projected | ± 30 % | Outside-in drivers |
| Estimated | ± 20 % | Volumes, benchmarks, assumptions |
| Validated | ± 10 % | real process KPIs from Process Intelligence |
| Committed | Plan | Roadmap, measures, owner per value case (D3) |
| Realized | Actual | measured baseline delta, value tracking (D5) |
We call a number “realized” only once it is measured.
Voices about the founder
“Tobias consistently demonstrated the adeptness to deliver highly complex programs by introducing new mechanisms while leading large cross-functional teams in a very effective and respected manner. Overall, Tobias is viewed as a trusted business partner by his peers and executive leaders where he continues to raise the bar by insisting on the highest standards.”
DoSon Kong · Integration Management Office, Hitachi Vantara · about Dr. Tobias S. Witte
Experience
Processes
Procure-to-pay and payables · Order-to-cash and receivables · Record-to-report, consolidation, close · Working capital and inventory · Production, OEE, maintenance · Post-merger integration · Business intelligence and self-service analytics · RPA and automation · Customer service and collections
Industries
Chemicals and pharma · Automotive and suppliers · Machinery and plant engineering · Energy and utilities · Banking and insurance · Telecommunications and technology · Public sector · Media · Retail and consumer goods · Tourism
Career of the founder
Siemens · Atos · Deloitte · EY · Hitachi Vantara · ServiceNow · Celonis · H&Z.digital
The next step
Where Insights Turn into Business Impact & eXecution
WITTBIX · Dr. Tobias S. Witte
Milchstraße 15 · 26123 Oldenburg
Germany
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