The role of controllers at Vandemoortele: Between data analysis and strategic partnership

Herman Vyncke has been working in controlling at Vandemoortele for over 25 years in various roles. For him, it is essential to evolve as a controller in our VUCA world. “The only constant is that business is continuously changing,” he says. “As a controller in an FMCG company, you must be able to adapt quickly to new markets, products, and sales channels while ensuring that reporting systems keep up with these changes.”

For example, within the Plant Based Food Solutions Business Line, the focus on new product categories has led to adjustments in the product hierarchy to support efficient reporting for these new categories. This requires a flexible approach and collaboration between master data, IT, sales, BPO (Business Process Outsourcing), and the finance team. Nevertheless, a structured approach remains essential—not every request results in a new report. “We weigh the added value of a new or adjusted report versus the effort required to set it up. Together with the business, we decide how best to meet reporting needs,” Herman explains.

The added value of a controller lies not so much in their role as a numbers expert but in their collaboration with stakeholders across the company. “Our job is to translate numbers into insights. In the past, I used to present extensive numerical reports to management, but now the focus is on the story behind the numbers,” Herman explains. “For example, by conducting an analysis that isolates the impact of inflation, we can provide insight into emerging trends. This enables management to make well-informed decisions.”

Steven Verniers shares a similar perspective: “I personally find much more satisfaction in performing analyses and interacting with stakeholders than in purely numerical work. The analyses I conduct influence a company’s strategic direction—that’s what energizes me as a controller.”

Tools like Power BI enable faster and more efficient reporting, giving controllers more time to focus on business partnering. “At Vandemoortele, we have heavily invested in this over the past few years,” says Herman. “Within our controlling team, we have the necessary skills to develop new Power BI reports ourselves, without depending on our IT department to do so. This allows us to move much faster.”

Digitalization not only provides controllers with new tools but also strengthens the transformation of their role within the organization. Just by granting more stakeholders across different roles access to up-to-date financial data, the demand for insights that help interpret these figures is growing. “Digitalization allows controllers to work faster and more efficiently, but it also requires them to become strategic partners who bridge the gap between data and business operations,” Steven explains.

At Vandemoortele, collaboration and knowledge sharing are key within the controlling team. Herman explains: “We recently completed a large-scale initiative to make our entire finance department more future-proof. One of the core aspects was clustering expertise within accounting, controlling, and tax. Within controlling, the Center of Expertise now focuses on the technical aspects of month-end closing and process optimization. On the other hand, business controllers can focus even more on their role as business partners for various stakeholders in the commercial, plant, and logistics teams. This allows us to maximize the strengths of each individual within the team.”

The practical organization of the team is just as important. For example, plant controllers for the Belgian and Dutch sites work together centrally at the headquarters in Ghent. For Steven, this setup was highly beneficial during his project as a Plant Controller at Vandemoortele. “Of course, you need to maintain close ties with production management, planning, and logistics at the sites under your responsibility. However, this doesn’t mean you need to be physically present full-time—quite the opposite. There’s a risk that, as the ‘numbers expert’ at a production site, you’ll constantly be asked to assist with anything remotely related to numbers, even if that’s not where your real added value lies. Closer collaboration with plant controllers from other production sites creates stronger synergies, facilitates the exchange of best practices, and enhances consistency in the way of working,” Steven explains.

By organizing the team in this way, controllers are better positioned to take on a more proactive and strategic role within the company.

‘Hire for attitude, train for skills’ is the philosophy Herman applies when recruiting new team members. “Hard skills, such as ERP system knowledge, can be easily learned through training. However, mindset, flexibility, and team spirit are much harder to develop. I firmly believe that an open mind and the willingness to grow within the role are crucial success factors for a controller. To me, a good controller is someone who is eager to take on new challenges—whether it’s stepping into a project temporarily, transitioning horizontally between different roles, or having the ambition to grow vertically,” Herman explains.

Herman also sees diversity within the team as an absolute added value. Complementary profiles strengthen the controlling department, bringing together individuals who excel in analytical thinking or those who are exceptionally skilled at translating numbers into business insights. This way, team members can inspire and learn from each other. A strong cultural fit is essential, and Vandemoortele ensures that both permanent employees and consultants feel at home within the team. Steven confirms this: “Even as a consultant, I immediately felt welcome and integrated into the company culture.”

Controllers must be both strategic and analytical, but also willing to challenge the status quo. “You don’t always have to agree with the business; in fact, it’s crucial to question everything and remain critical,” says Herman. “It’s our responsibility to monitor that business plans are solid and that profitability and return on capital employed (ROCE) align with the company’s strategic objectives.”

At Vandemoortele, therefore, they adhere to the principle that ‘finance reports within finance’.
“In this way you guarantee, for example, that a commercial controller remains independent, can look critically at the sales plans and can decide upon concrete commitments around ROCE with the sales team.”

To make that critical voice heard, Steven emphasizes the importance of thoroughly understanding business processes and systems. “Building credibility with your stakeholders starts with mastering your numbers. As a controller, you must always consider materiality, but above all, you need to ensure that the data on which you base your analyses is accurate and reliable. If not, you immediately lose credibility with your stakeholders.”

For consultants in controlling, quickly adapting to a company’s environment is essential. “What you may initially lack in deep company-specific knowledge at the start of a project, you can more than make up for with insights gained from other companies.”

Controllers are thus playing an increasingly crucial role in shaping the strategic direction of companies like Vandemoortele. By combining digitalization, soft skills, and business expertise, they can act quickly and provide valuable insights. These insights enable the business to translate corporate objectives into concrete action plans. Controllers then assess the impact of these actions and help make necessary adjustments.

By taking on this role, controllers remain an indispensable link in an ever-evolving market.

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Header picture: Vandemoortele