From financial fog to clear decisions.
External Financial Controller & FP&A Advisor for multi-jurisdictional businesses across Europe and North America.
Four ways to bring clarity to your numbers
Engagements are shaped around where your business is right now — from steady monthly oversight to a single high-stakes decision.
External Financial Controller / FP&A
Monthly financial oversight, reporting, budgeting and cash flow control — without hiring a full-time CFO.
Financial Diagnostic
A deep, one-time review of your financial state: where the risks sit, where the business is leaking value, and why.
Strategic Decision Support
Independent financial counsel at the moments that matter most: deals, restructuring, major capital decisions.
Consolidated Financial Vision
One clear financial picture across multiple entities and jurisdictions, for owners managing several assets at once.
Big Four discipline, independent perspective
17+ years in financial control and FP&A, including Deloitte (Big Four), large energy holding companies, and independent practice across Spain, Europe and North America. Work is built for owners who need clear, trustworthy numbers — not another layer of reporting.
- CFC™ — Certified Financial Controller
- ACCA CertIFR — IFRS certification
- Deloitte (Big Four) background
- Cross-border, multi-entity experience
Three situations, anonymized
Details are generalized to protect client confidentiality; the substance of each situation is real.
A multi-entity trading business could not explain why profit on paper never matched cash in the bank.
Rebuilt cash flow reporting alongside the P&L, and separated timing gaps from real operating issues.
Owner gained a 13-week rolling cash view and stopped mistaking timing gaps for losses.
A founder preparing for a funding round had no consolidated view across three jurisdictions.
Built a consolidated reporting structure and cleaned up intercompany balances ahead of due diligence.
Due diligence completed with no material financial findings raised by investors.
A hospitality group needed to decide whether to expand or consolidate underperforming locations.
Ran a location-level contribution margin analysis, isolating true unit economics from shared overhead.
Two locations closed, capital redirected to the three strongest performers.
Request a confidential meeting
A 20-minute conversation about your financial situation — no obligation, no sales pitch. If it's a fit, we'll agree on next steps together.