Every booking, every payroll run, every set of financial statements follows a process, and hardly any of them has ever been systematically questioned.

They work because experienced people know their workarounds.

That is the lever, and in this industry nobody has claimed it yet.

The model is no longer the scarce part.

Expert knowledge from real cases is, and AI labs pay a premium for exactly this.

Vogel holds what no AI-native player has: decades of experience with several thousand mid-sized companies.

You turn that knowledge into the standard every location works by.

Vogel acquires independent advisory firms and builds them into the strongest name in their region.

Every acquisition broadens that base.

Operations means carrying this model: the same processes at every location, technology people actually use day to day, and an integration that runs faster the fifth time than the first.

You own Operations end to end: harmonizing and automating processes, internal tools, IT infrastructure and the integration of every new unit. You build the function from the ground up. You work directly with Moritz Vogel.

What you'll do

Harmonizing and automating

Work through bookkeeping, payroll and financial statements on site, on real cases, with the advisors who handle them daily. Harmonize processes across locations and automate what can be automated.

Decide the tool stack and its standards: what we buy, how we set it up, what we switch off. You make that call, not a committee.

Your benchmark: every process must hold at twice the client volume without twice the people.

Integrating acquired units

Own the integration of every new location: connectivity, data migration, moving onto our processes, readiness from day one.

Turn it into a repeatable routine rather than a project. What takes months at the first location takes weeks at the fourth.

Spot, with the advisors on site, where an acquired firm does it better, and adopt it.

Team and operations

Grow the Operations team to five or six people within twelve months. You choose the people and shape their focus areas.

Own the leading metrics: digitization rate, adoption, turnaround times per location. Trace their root causes yourself.

Stay close to the system. Anyone who only delegates and follows up loses their judgment within a year.

Questions you'll answer

In a process that grew over the years, where does substance end and habit begin, and how do you decide without turning the practitioners against you?

What belongs in the standard that applies at every location, and what may an acquired firm keep?

Four initiatives, time for two: how do you decide the order?

What success looks like

After 6 months: All processes across the locations are mapped, with numbers instead of impressions. Two core-business processes run automated in daily operations, and your first hire is selected.

After 12 months: A team of five to six people with clear focus areas. Operational metrics are measured, not estimated. The integration path is a documented routine, and the tool stack is decided.

After 24 months: Operations runs without daily involvement from management. Every further acquisition follows the same pattern, and the effort per location falls instead of growing with it.

Where it leads: from Operations to overall responsibility for running the business. This is the management career at its most consistent, decided by contribution, not years served.

What you bring

You come from McKinsey, BCG or Bain as a senior consultant, project leader or engagement manager. Building operational systems in a growing company also qualifies: as head of operations or chief of staff in a B2B scale-up past Series B, as an operator at a company builder, as a forward deployed engineer or as a founder.

You implement things yourself: processes, automations, new tools. You don't need to be a software engineer, but what you decide, you must be able to implement.

You have pushed something through at several locations at once and know why that is different from doing it at one.

AI is your everyday tool for process analysis, research and multiplying your own output.

You explain decisions so a tax advisor with twenty years of experience sees the consequence and can act on it. And you bring the humility to learn from her.

You can stand being out front alone, still bring the others along, and set the highest standard in everything you deliver. Not because someone checks, but because mediocrity is not an option for you.

A plus, not a requirement

An engineering degree (mechanical, industrial or computer science) and projects in operations, post-merger integration or process design where you owned implementation yourself.

Knowledge of tax advisory, DATEV or a similarly regulated business.

No conventional CV required: a tax advisor with their own automation track record, an information systems graduate after a corporate start, an industrial engineer with multi-site experience, a founder after an exit. We assess contribution, not labels. The salary range shown refers to the primary profile; a different background starts at a different market price and converges on the role's level after twelve months of proven performance.

What this role is and what it isn't

Implementing, not advising. You are accountable for what you decide. Process consulting that delivers a diagnosis and leaves is something else.

An existing business, not a greenfield. DATEV is running, the locations are working, clients don't wait. What you build has to work alongside daily operations.

On the ground, not at 30,000 feet. You work at the locations, on the real process. If you only want to work in concepts, this is not the place.

Why join us

A lever nobody owns yet. Processes that were never thought through, and nobody in the market who has solved it.

Every acquisition multiplies. What you build once applies at the next firm from day one. The effort per location falls while the volume grows.

Yours to decide: stack, standards and the shape of the team. No committee overrules you. Vogel is hierarchical in decisions, flat in communication, autonomous in execution. Performance is celebrated, not hidden, without politics and without consensus theater.

Substance behind you. A profitable, growing business. No funding round decides whether your team still exists next year.

The FAQ below is in German, as is our working day.

FAQ

Was ist Vogel – und wo arbeitet ihr?

Vogel ist eine der führenden Mittelstandsberatungen Deutschlands – seit 1959, inhabergeführt in zweiter Generation, mit eigenem Kapital – und baut daraus die führende Beratungsplattform für den Mittelstand.

Wir arbeiten an drei Standorten: Aalen als gewachsenem Stammsitz, Bopfingen im Kerngeschäft und München als neuem Hub.

An allen dreien suchen wir quer durch die Funktionen – von Steuerberatung über Beratung bis zu den Teams, die das Fundament darunter bauen.

Wie sind die Gehaltsbänder zu verstehen?

Bewusst breit – und an jeder Stelle ausgewiesen, bevor du dich bewirbst.

Wir differenzieren nach Track Record und Marktwert, nicht nach Abschluss: knappe, stark gefragte Profile am oberen Ende, weniger knappe am unteren.

Die ausgewiesene Spanne ist kein Verhandlungsspielraum, sondern eine Profil-Skala – zwei Menschen mit ähnlicher Erfahrung können bei uns unterschiedlich verdienen.

Was das obere Ende bestimmt, ist der Reifegrad, nicht die Zahl der Berufsjahre und nicht das Verhandlungsgeschick.

Wie viel – und wie – wird bei Vogel gearbeitet?

Gemessen wird an dem, was du bewegst, nicht an Stunden.

Ehrlich ist aber auch: Wer 9-to-5 sucht, ist bei uns nicht die erste Adresse.

Wir suchen Menschen, die aus eigenem Antrieb intensiv arbeiten, weil die Aufgaben es wert sind.

Wie du deine Zeit verteilst, ist weitgehend deine Sache.

Was wir teilen: Wir arbeiten präsent zusammen und sehen uns im Normalfall täglich im Büro – Kultur, Sparring und die besten Ideen entstehen in der täglichen Nähe.

Wir sind keine Remote-Company und haben keine großen Home-Office-Policies; einzelne Remote-Tage sind kein Problem.

Wie läuft die Bewerbung?

Schlank, schnell, transparent – und nach Profil gestaffelt.

In der Regel sind es vier Schritte: eine schriftliche Aufgabe, in der du zu acht Fragen Position beziehst – KI ist ausdrücklich erlaubt, wir bitten nur um eine kurze Selbstauskunft dazu; ein Gespräch von einer halben Stunde; eine gemeinsame Arbeitssitzung an einem echten Problem aus unserem Alltag; und ein Termin vor Ort mit dem Team und gemeinsamem Essen.

Wie viele Schritte es tatsächlich werden, hängt von der Rolle ab: Bei Praktikum und Werkstudium fällt der Vor-Ort-Termin weg, für Schülerjobs genügt ein Gespräch, bei Senior-Rollen kommt ein gemeinsamer Arbeitsnachmittag dazu.

Vorab kannst du einen Zehn-Minuten-Call buchen, in dem nur du fragst.

In der Regel hörst du nach jedem Schritt innerhalb von 48 Stunden von uns.

Wie funktioniert die variable Vergütung?

Quartalsweise an Leistung gekoppelt, qualitativ bewertet.

Die Skala steigt mit dem Level: bis 20 % Associate, 27,5 % Manager, 35 % Senior Manager, 42,5 % Director, 50 % VP.

Erwartungswert bei guter Leistung – du erfüllst die Anforderungen, setzt eigene Akzente, bestehst den Keeper Test – liegt bei rund 50 % des Maximums; der Maximalbonus ist nicht der Normalfall.

Im Fokus steht eine ganzheitliche Beurteilung durch deine Führungskraft anhand von sechs Kriterien: Impact, Judgement, Communication, Execution, Growth und Values.

Wie entwickle ich mich – welche Karrierewege gibt es?

Zwei aktive Wege: die IC-Karriere (fachliche Tiefe, Expertenlaufbahn) über die Stufen Expert, Senior, Lead und Principal – und die Management-Karriere (Führung, Personalverantwortung) über Manager, Senior Manager, Director und VP.

Beide werden gleich vergütet, und beide müssen nicht nach oben führen: Wer auf einer Stufe bleibt und d