DIVISIONFrom financial fog to clear decisions.
External Financial Controller & FP&A Advisor for multi-jurisdictional businesses across Europe and North America.
Three ways to bring clarity to your numbers
Engagements are shaped around where your business is right now — from a single diagnostic to ongoing, hands-off financial control.
Diagnostic
We'll find out what your numbers actually let you control — and what you're currently not seeing.
Build the System
Understanding what's happening in your company shouldn't mean rebuilding it in Excel every time.
Ongoing Controlling
Financial control stays yours. You just don't have to do it by hand anymore.
Big Four discipline, independent perspective
Almost two decades spent designing financial and tax control systems for complex organisations — from Deloitte's Energy & Resources practice to leading corporate tax policy for a vertically integrated energy group with more than 50 subsidiaries. Different scale. Same principles: disciplined financial control, reliable decision-making, and systems built to support the business rather than the reporting.
- CFC™ — Certified Financial Controller
- ACCA CertIFR — IFRS certification
- Deloitte (Big Four) background
- Cross-border, multi-entity experience
Four situations, anonymized
Details are generalized to protect client confidentiality; the substance of each situation is real.
An internal audit revealed major weaknesses in financial control, leaving management without reliable visibility into operational risks or cash performance.
Redesigned the financial control framework, introducing management accounting, budgeting, forecasting, treasury, working capital management and internal controls. Continued supporting the business as external financial controller.
Stabilized liquidity, embedded disciplined financial processes and provided management with reliable financial visibility to support both operational and strategic decision-making.
A growing hotel group was opening new properties without a structured budgeting process, consistent reporting or financial controls.
Built the financial control framework from scratch, introducing zero-based budgeting, forecasting and management reporting across all properties. Continued supporting the group as external controller.
Supported disciplined growth as revenue increased 89% in the first year, followed by 16% and 10% over the next two years.
A hospitality group expanding through acquisitions lacked consistent financial reporting and performance visibility across locations.
Designed group-wide reporting and KPIs, led financial due diligence and post-acquisition integration, and implemented zero-based budgeting with cost cards and menu engineering.
Improved EBITDA visibility across the group, enabling faster, data-driven decisions throughout the expansion.
An investor group required a robust financial case before committing capital to a new manufacturing facility.
Developed the feasibility study, built multi-scenario financial models, designed the cost structure and KPI framework, then led budgeting and controlling through the first year of operations.
Supported a successful launch, achieving approximately 14% ROE, 5% ROA, with an estimated 3.5-year payback.
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.