Stefan Spieler

Stefan Spieler is motivated by his professional passion for controlling. He specializes in the advancement and transformation of relevant processes, organizational structures, the understanding of roles, content, and of relevant system landscapes. Over the past 20 years, Stefan Spieler has held various leading positions in Controlling and as a business consultant. He has been providing his extensive experience to companies across diverse industries to develop and implement solutions to the challenges faced by controllers today. As an Associate Partner, he oversees the Finance & Performance Management consulting division at CAMELOT.

Associate Partner and leader of the Finance & Performance Management consulting division

Articles by Stefan Spieler

New Now in Organizations

Career & Life: Harmonizing Consulting Job, Social Engagement and Travel

Social commitment, sabbatical and longer time off in the consulting job? Possible at CAMELOT!

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CRM

Migration to SAP Business Technology Platform Multi-Cloud – an Example

In this blog post we will give you an overview of the features and benefits of the new SAP BTP. We …

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Innovation

SAP Analytics Cloud to Replace BPC?

Any company that has faced the tasks of aligning enterprise processes with business strategy to pursue sufficient enterprise planning with SAP …

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Supply Chain Management

Envisioning Future Supply Chain Planning

Making supply chains ready for current challenges means incorporating learnings from the past years and moving towards a more resilient and …

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CRM

360-Degree View Provides Transparency in Complex Offers

In this blog article you will learn more about modern solutions of CRM systems in the construction industry.

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New Now in Organizations

How to Optimize Finance & Controlling

When optimizing finance and controlling departments, structuring and specifying the need for action often pose a major challenge. There are many …

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New Now in Organizations

How Digitalization is Driving a Paradigm Shift in Controlling

The success factors in business controlling have changed. Processes, contents, methods, organizational structures, and roles have to be reconsidered and critically …

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