Finance-Led Transformation & EMEA Commercial Realignment

Company: AGCO

Industry: Agricultural Equipment Manufacturing

Scope: EMEA Sales: $3B | 4 brands | 4 plants | 10,000 employees

Role: Head of Commercial Controlling, Europe, Middle East, and Africa (EMEA)

Period: 09/2008 - 02/2011

Challenge:

AGCO’s $3B EMEA operations were highly decentralized across four independent tractor brands. This led to internal competition, fragmented strategy, and redundant structures in every country. Each brand maintained its own offices and teams, driving up costs and operational inefficiencies. There was no centralized reporting, no standardized financial processes, and limited ability to forecast regionally. The disconnect between commercial and finance functions left leadership without the visibility needed to manage performance or profitability.

What I led:

As Head of Commercial Controlling for EMEA, I was brought in to realign a fragmented, brand-driven structure into a more efficient regional model. I partnered with the VP Sales EMEA and Country Managers to create a centralized FP&A function supporting commercial decisions across 12 key markets. I built and led a remote team of 10 finance directors, introduced regional planning standards, and drove the consolidation of sales offices. Beyond finance, I helped align pricing, value proposition, and distribution strategy to reduce costs, improve partner profitability, and enhance visibility at HQ.

What I delivered:

  • Built and led a centralized FP&A team across 12 core markets to support commercial decision-making

  • Consolidated 30 local sales offices into 12 to streamline operations and reduce duplication

  • Introduced pricing and inventory control changes to improve working capital management

  • Developed a new value proposition and channel strategy to strengthen partner economics

  • Standardized budgeting, forecasting, and variance analysis across EMEA

  • Created region-wide reporting tools and dashboards to improve visibility and performance tracking

Business Results:

20% reduction in operating expenses through office consolidation

✅ 30% improvement in inventory turnover, increasing working capital

✅ 15% increase in partner profitability through pricing and distribution strategy

✅ Improved financial visibility and control via embedded FP&A and regional dashboard

FR

@ 2025 Lean Bizness Inc. | Strategy Through Execution

Based in Canada | Working with clients across the U.S. and internationally

[ Privacy Policy ] [ Terms of Use ]