Philip Scholz

With over 20 years leading finance across Europe and Asia Pacific — from PE-backed startups to NYSE-listed corporations — I bring hands-on CFO experience that most board members simply don%27t have. I%27ve personally executed IPOs, M&A integrations, restructurings, and $15M+ cost transformation programs, so I don%27t just oversee — I know exactly what management is facing.
Where I add the most value is in companies at an inflection point: a mid-sized PE-backed or founder-led business preparing for growth, a capital raise, a strategic transaction, or an IPO. My sweet spot is the €50M–€500M revenue range in Life Sciences, Chemicals, or Industrial/B2B distribution — sectors where I have deep operational networks and credibility.
As a board member, I ask the questions that matter: Is the financial architecture scalable? Is management%27s reporting trustworthy? Are we M&A-ready? And critically — having lived as an expat CFO across China, Spain, Belgium, and the USA — I understand the intercultural complexity that often derails international expansion.
I%27m not a passive board member. I%27m a sparring partner who has sat in the CFO chair.