As an investment banker, startup CFO, fundraising consultant, and corporate M&A director, Stefan has built financial models and conducted due diligence and analysis for projects ranging from a €6 million startup fundraising to a €7 billion LBO. Occasional freelancing allows him to engage with interesting finance challenges in areas outside the scope of his full-time job as M&A director.
Led the Hiab program management office which tracked the execution of key strategic initiatives in the Hiab business area.
Led the M&A target screening, evaluation, and execution of M&A projects in Hiab.
Focus areas: Cross-border M&A, Mergers & Acquisitions (M&A), Program Management
Program Office Senior Manager, Hiab
2015 - 2016
Tracked the execution of the most important strategic initiatives in the Hiab business unit (€1+ billion in unit revenue) and reported to senior leadership on a weekly basis. Also supported the execution of key strategic initiatives as part of an in-house consulting team.
Prepared the business portfolio analysis, economic-value-added analyses, and internal and external benchmarking for Cargotec's corporate strategy team.
Supported Cargotec's corporate M&A team on several transactions; responsible for financial modeling and financial analysis.
Led the financial analysis and developed key decision-making materials for the CFO and senior management team of the MacGregor business unit (€1+ billion of unit revenues in 2014) on a range of topics and projects, including outsourcing evaluations, make-or-buy decisions, cost and headcount reductions, synergy estimations, divestment decisions, and net working capital optimization initiatives.
Coordinated the financial aspects of MacGregor's long-term corporate strategy, and prepared materials for internal decision-making and board presentations.
Built financial models and conducted financial analyses for Cargotec's central M&A team, working with a top-tier investment bank on larger projects.
Focus areas: Financial Planning & Analysis (FP&A), Financial Projections, Working Capital Management, Mergers & Acquisitions (M&A), Cross-border M&A
Partner | Co-founder
2011 - 2014
Co-founded an early-stage investment firm with a technology industry executive who has more than 25 years of experience with Silicon Valley startups as well as with larger enterprises. The initial funding was provided by several successful Swedish entrepreneurs who also provided mentoring and guidance to portfolio companies.
Worked closely with portfolio companies on business development, product roadmap decisions, financial planning, and follow-on fundraising efforts.
Drove the innovation in the finance function of the company by implementing a cloud-based QuickBooks solution, SalesForce CRM, and Zendesk customer service software solutions to provide all stakeholders with clear financial information.
Strengthened the financial control by implementing a quarterly and annual financial planning and budgeting process as well as weekly cash flow forecasts.
Implemented policies and procedures related to credit limits, revenue recognition, record-keeping procedures, approval processes, bank mandates, and segregation of duties.
Founded an independent consulting practice to facilitate communication between startup founders with technical and non-financial backgrounds and their investors and board members.
Assisted small startups with $0-10 million in external financing with fundraising, financing strategy, financial planning, board reporting, and strategy execution.
Employed two analysts who focused on financial modeling, financial analysis, market research, and preparation of the presentation materials.
Focus areas: Fundraising, Seed Fundraising, Financial Modeling, Budgeting, Business Plan Development, Consulting
2010 - 2012
Joined as a CFO after helping the company raise $6.2 million from international investors including VantagePoint Capital Partners, BP Alternative Energy Ventures, and Sustainable Technologies Fund.
Led a finance and IT team of five resources—driving the transition of the finance function from an accounting-focused support function to a strategic business partner that added an analytical value-creation focus to management and board discussions.
Built a financial model using Monte Carlo simulations to guide business development and prioritize engineering efforts. The intellectual property portfolio was eventually sold to Renmatix, a competitor that was funded by John Doerr and KPCB.
Presented and reported financial matters and financial model findings directly to the board, led by chairman André T. Heinz.
Focus areas: Startup Funding, CFO, Budgeting, Cash Flow Modeling, Financial Modeling, Three Statement Operating Model, Venture Funding, Monte Carlo modeling, Execution, Financial Management
Manager, Leveraged Finance
2006 - 2008
Royal Bank of Scotland (RBS)
Led the financial modeling and analysis for leveraged buyouts with enterprise values between €250 million to €1 billion in the Nordic region, Germany, Austria, and Switzerland; including EQT's acquisition of Scandic Hotels from Hilton.
Managed the internal approval processes—presenting the proposed transactions, due diligence findings, key features of legal documentation and details of leveraged finance securities and loans.
Monitored early warning indicators and prepared credit reviews for portfolio companies in which RBS held securities including senior and junior bank debt, mezzanine and high-yield bonds.
Built financial models and analyzed financial impact of due diligence findings on landmark leveraged finance transactions in the Nordic region and Germany, Austria and Switzerland where RBS acted as Mandated Lead Arranger, including Terra Firma's €7 billion acquisition of Viterra, Permira's €700 million acquisition of Debitel, and EQT's more than €1 billion acquisition of Sanitec.
Participated in RBS's London-based Global Banking & Markets Graduate Trainee Programme.
Supported all aspects of internal approval processes, syndication of loans and securities, and communications with clients through analysis and presentation materials.
One of the most important and challenging aspects of forecasting is handling the uncertainty inherent in examining the future. Every CEO, CFO, board member, investor, or investment committee member brings their own experience and approach to financial projections and uncertainty, influenced by different incentives. Oftentimes, comparing actual outcomes against projections underscores the need to explicitly recognize uncertainty.
Monte Carlo simulations are an extremely effective tool for handling risks and probabilities, used for everything from constructing DCF valuations, valuing call options in M&A, and discussing risks with lenders to seeking financing and guiding the allocation of VC funding for startups. This article provides a step-by-step tutorial on using Monte Carlo simulations in practice.