Andrea Vogel (Drs/RA)

• Within Deloitte Consulting I am leading the sustainability offerings for the practice Enterprise Technology & Performance (ET&P) helping clients to implement and execute on their ESG strategy and transforming their businesses into responsible businesses with a delivery focus on the design and roll out of the role finance functions need to play. I support our top-end clients on implementing ESG (non-financial) data and technology solutions in all layers of their technology architecture.
• Furthermore I am end-responsible delivery partner on end-to-end digital finance transformation projects in the TMT industry, relating to the design of the vision for finance, the implementation of finance operating models up until the implementation of ERP technology, point & analytic solutions, AI and robotics.
• My clientbase is focused on global large listed clients in the TMT and Consumer industry.

• At Accenture I led the CFO Management Consulting & Strategy practice (30 fte, P&L responsibility) and delivered on large digital finance transformation projects supporting top-end clients in implementing ERP platforms, FP&A tools & dashboards and setting up global business services. In the final year in this role I co-developed Accenture’s global solutions on ESG reporting, ESG performance management and ESG (non-financial) data and was one of the first to sell and deliver it globally to a large global food retailer.
• My clientbase was focused on large global multinational listed clients in the Consumer Products and TMT industry

• As a market segment leader I led the Mid Market segment with a revenue size of € 250 million (FY18/19). Market segments are run cross servicelines and with a multidisciplinary board of 5 members supported by Marketing/Communication, Business Development and Program leaders (Entrepreneur of The Year, PE/VC, IPO, Family Business).
• I was responsible for driving the go-to-market strategy in the Mid Market with a combined account focused and portfolio approach in the 4 Dutch regions. For the latter we ran programs and branding initiatives a long side the 7 Drivers of Growth from the Growth Navigator (see below) for which I am the global founder.

• Broad experience with auditing and advising private equity/venture capital clients and PE/VC backed portfolio companies
• Broad experience in auditing and advising multinational clients (both IFRS and US GAAP clients)
• Broad experience in serving start up and middle sized emerging growth companies (mostly PE backed and family businesses)

• In this role I was the leader for the Assurance sub serviceline FAAS. I had P&L responsibility directly reporting to our EY NE Assurance Leader. I grew (both organically as through 2 acquisitions) the business from 35 fte into a business of 200+ fte. The services we offered were built around the agenda of the CFO and have expanded from our core Financial Accounting competencies into Management Accounting and Control, Data analytics and Technology, Corporate Governance, Culture and Behavior and Corporate Treasury and Debt Advisory. Besides leading the sub serviceline I also led within FAAS the Government and Public Sector and the solution Boards & Governance Services. For the latter I have built an online tool to assess compliance with the Dutch Corporate Governance Code and testing soft controls.
• In my management team I was responsible for Service Quality and Risk Management. Furthermore I run my own Book of Business and I held 2 Client Service Partner roles.
• Being the FAAS Leader for the Netherlands I was also member of the EMEIA FAAS Management team representing the Netherlands. On this level we decided and executed on EMEIA FAAS investments and market strategies on the CFO and the Finance 4.0 Agenda.

• EYs EOY program has evolved in 30 years’ time into a global competition which led into a World EOY competition in Monaco where 2.000 entrepreneurs are being welcomed to celebrate successful entrepreneurship. I led the country program for 5 years and build it into a flag ship program for EY NL and got it integrated in our market segment operating model. It included the annual competition, an alumni network (with global alignment) and a lead generator for future business.

The Partner Forum is a governance (advisory) body of EY in which partners of EY are provided a process to get their voices heard on matters that are important to them (input for regional managing partner and regional leadership team, partner matters, sounding on key regional leadership roles).

• In my role as EMEIA SGM leader I was responsible to design, deploy and execute on the replenishment strategy for EY in EMEIA. I led the EMEIA SGM practice for 13 Regions and grew the EY SGM market in this segment to be #1 in advising, guiding and recognizing high growth companies and entrepreneurs. SGM is EY’s replenishment strategy focusing on fast growth companies and related sectors and segments to help us build relationships with the market leaders of tomorrow and grow faster than our competitors. We aimed to be the organization that helps these companies grow beyond their potential. Flag ship branding and client programs are World Entrepreneur of the Year, Strategic Growth Forum (SGF), Exceptional Magazine, G20 Barometer, EY Growth Navigator, EY Entrepreneurial Winning Women, Demystifying Private Equity, Global Junior Academy (Family Businesses), IPO Center of Excellence.
• I organized and led EYs first SGFs in South Africa, Turkey, Middle East and Russia. A high-quality knowledge sharing and networking platform for on average 300 founders, CEOs and C-suite executives of entrepreneurial and multinational companies.
• During the redesign of SGM into Mid Market in our Global Vision 2020 I was member of the Global Mid Markets Board and co-responsible for designing the global new operating model for our market segments. During that period I founded and led a global innovation project for the EY Growth Navigator which enabled our Mid Market advisors (through a software tool and app) to facilitate a broad and strategic discussion with the C-level of our Mid Market clients. After the design phase I also led the global deployment of the Growth Navigator. I trained over 200 supercoaches globally and have built a complete internal network of experts and ambassadors currently deploying the tool. I personally have facilitated around 300 in depth global client sessions with C-level.
• I have gained a broad experience in serving start up and mid-size emerging growth companies, including private equity and portfolio companies as well as multinational clients across EMEIA. My clients crossed a number of industries, including private equity, manufacturing, retail, and automotive as well as biotechnology, where I served as the industry leader in the Netherlands.
• I also led the Entrepreneur of the Year program for EMEIA and was in these times known in global business circles for meeting with entrepreneurs and high growth companies on a frequent basis.

• In my role as BENE SGM leader I was responsible to deploy and execute on the replenishment strategy for EY in Belgium and the Netherlands. In that time it was a global go-to-market program to drive the right focus in the market for replenishing our business. Programs I led in the market were around IPO Readiness, Demystifying PE, VC/Startup growth accelerators, Family Businesses and Family Offices and Entrepreneurship and Innovation. All focused around the growth trajectory of companies and leveraging our convening power to build entrepreneurial ecosystems to bring together entrepreneurs, major corporates and governments to address the challenges of driving growth.