Manager Financial Performance & Value Creation (m/w/d)

Role Summary

Your benchmark: no evaluation that someone puts together by hand every month, and no number that only looks backwards - every key figure must carry a decision over the next twelve months.

Make performance visible without turning it into a control instrument. Vogel is hierarchical in decision-making, flat in communication, autonomous in execution. Achievement is celebrated, not hidden — your numbers serve this culture, not replace it.

If the function grows beyond one person, you build the team yourself - hiring, guidance, professional standards.

Your perspectives

What you delivered after 6 months

You have completely calculated the first inventory - the contribution margin per mandate and per type of service is reliable.

You have set up the data basis and the evaluation logic on which the conversations are conducted, and the first evaluation is automated.

You conducted the first fee discussions yourself and drew up the value increase plan for the first takeover.

What you delivered after 12 months

You have carried out the first wave of adjustments across the portfolio and demonstrated the fee level achieved.

The contribution margin calculation for service types and teams is running and is actually used in management decisions.

You present a sales and earnings forecast, the deviations from which you can explain - and from which measures follow.

What you delivered after 24 months

You oversaw several takeovers, and the later ones demonstrably went better than the first.

The control is largely automated; your part has shifted from preparation to interpretation and conversation.

You are the contact person in the company when it comes to questions about what a mandate, a service or a team really deserves.

Where the position is developing

The next step is to manage this function with your own team (management career) - this requires that the management is in place and the results are proven over several portfolios, not just additional years of work. If you prefer technical depth, the path to a senior expert role remains open (IC career).

This is what you bring with you

Experience & track record

You have worked in strategy consulting, transaction services or in a value creation team — commercial due diligence, pricing, improving results.

You have calculated profitability at the customer, product or service level and presented the results to decision-makers, not just prepared them.

You have worked on post-acquisition value creation or results programs and know how such a plan is created. The fact that you haven't completed it yourself yet isn't an exclusion - that's exactly the task here.

You have had conversations that were about money or performance, and you stand your ground when contradicted.

Profiles that do not fit into the above grid, but have an impact on income accounting and price enforcement in medium-sized businesses, are expressly invited - we evaluate based on the contribution, not the label. The range shown is not a room for negotiation, but a profile scale; the upper end represents the scope of the subject area responsible and the ability to move people without the authority to give instructions. The range shown is based on the primary profile. Anyone who brings a different background starts at a different market price and converges to the role level after twelve months of proven performance - the logic behind this is in our compensation principles.

Skills & way of working

You have mastered Excel beyond pivot tables - contribution margin models, scenarios, resilient data architecture on unclean source data. SQL or Python are not an addition, but the way to avoid having to build the same evaluation by hand twice.

You read an accounting book without being a tax advisor and find the place where the service is not included in the invoice.

You work with AI as a natural tool for data analysis, pattern recognition in inventory data and drafting. Repetitive tasks are an incentive for you to automate, not a fate.

Mindset & personality

You move people without any authority to give instructions - over a bill that no one can dispute and over a tone that doesn't generate resistance in the first place. You step on people's toes without it feeling like it.

You have the humility to learn from practitioners. The professional with a client relationship of twenty years knows things about his client that are not included in any model.

You have a natural aversion to inaccuracy — reliable decisions are not made on unreliable numbers.

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