I help leadership teams improve financial visibility through FP&A, executive reporting, Power BI dashboards, process automation, and performance analytics. Over 10 years supporting multinational operations across budgeting, forecasting, P&L management, CAPEX governance and financial transformation.
End-to-end rollout of a new capital expenditure platform across 3 manufacturing plants. Redesigned approval workflows and reporting architecture — +10% accuracy, −20% approval cycle time.
Power BI dashboard suite wired into HFM Oracle ERP. Real-time KPI reporting for senior leadership — cut manual reporting effort by 30%.
Month-end close automation. Re-wired closing workflows, compressing the cycle by 20% with 100% on-time delivery across 3 consecutive quarters — zero exceptions.
Executive-facing dashboards built on Power BI and HFM Oracle, distilling multi-plant operations into KPIs senior leadership can act on in seconds.
Revenue, EBITDA and monthly P&L waterfall — consolidated across plants, refreshed in real time.
Multi-plant capital expenditure tracking. Approval flow, project investment timeline and allocation breakdown.
Budget vs actual variance, cost-reduction trend and forecast accuracy heatmap across operating expenses.
Real interventions with measurable outcomes — from manual spreadsheets to automated, executive-grade finance operations.
context · Quarterly forecast cycle for a multi-plant operation relied on disconnected workbooks and last-minute consolidations.
action · Rebuilt the rolling forecast model, standardized driver-based assumptions and aligned plant submissions to a single calendar.
context · Senior leadership received a 40-slide monthly pack assembled manually from HFM Oracle exports — always 5 days late.
action · Designed a Power BI executive suite wired directly to HFM. KPIs, P&L and variance trees refreshed automatically.
context · Month-end close required 8 working days, with recurring journal entries handled manually across 3 entities.
action · Automated recurring entries, reconciliations and management reports with Power Automate and templated workflows.
Sample deliverable in the voice of a Senior FP&A Manager addressing the CEO and CFO — full-year actuals vs budget, with narrative, risks and recommended actions.
FY results closed 7.0% below budget on revenue and 26.7% below on EBIT, driven by softer top-line performance and gross margin compression. Disciplined OPEX management (−$0.1M vs budget) partially offset the shortfall. Profitability remains positive but materially below plan; corrective actions are required to protect FY+1 commitments.
Actual revenue of $9.3M vs $10.0M budget — a $0.7M (−7.0%) unfavorable variance. Shortfall concentrated in volume rather than price, suggesting demand softness rather than commercial leakage. Customer mix and pipeline conversion should be re-validated before locking FY+1 targets.
Gross Profit landed at $3.1M vs $3.5M budget (−$0.4M, −11.4%). GP margin compressed from 35.0% to 33.3% — a 1.7 pp deterioration, of which roughly 1.0 pp is volume deleverage on fixed cost absorption and 0.7 pp from unfavorable input cost / mix. Margin recovery is the single largest lever.
EBIT closed at $1.1M vs $1.5M budget — a $0.4M (−26.7%) miss, fully explained by the GP shortfall offset by OPEX discipline. EBIT margin moved from 15.0% to 11.8% (−3.2 pp). Operating leverage worked against us: a 7% revenue miss translated into a 27% EBIT miss.
OPEX of $1.9M vs $2.0M budget delivered a favorable $0.1M (−5.0%) variance. Savings came primarily from controlled discretionary spend and deferred hiring. The structure is lean — further OPEX cuts without impacting capability are limited; the next leg of value must come from gross margin and revenue quality.
Risks — sustained demand softness, input cost volatility and continued GP margin compression if pricing is not reset. Opportunities — pricing actions on low-elasticity SKUs, mix steering toward higher-margin lines, working capital release from inventory normalization, and continued automation of finance and reporting workflows.
Fractional FP&A support, dashboard builds and finance process improvement — delivered remotely with the discipline of a controller and the speed of a startup.
Monthly reporting, management packs and variance analysis that tells the story behind the numbers.
Budgeting, forecasting and business performance analysis — from model build to board presentation.
Executive KPI and management dashboards connected to your ERP. Self-service, real-time, beautiful.
Power Automate, reporting workflows and process improvement. Less manual work. Fewer errors. More time to think.
Trained at Autoneum's global HQ in Switzerland on HFM Oracle. Currently completing an MBA in Business Intelligence & Analytics. C2 English. Curiosity, initiative, and a refusal to leave a slow process alone.
Finance only creates value when the people outside finance
actually understand what you're telling them.
I'm analytical by nature but I think creatively. Budgets, forecasts, variance analysis, P&L — that's the foundation. On top of that I build Power BI dashboards, automate workflows with Power Automate, and use AI to work smarter. If a process is slower than it needs to be, I can't leave it alone until it's better.
Available for freelance projects, consulting engagements and remote FP&A support. Open to remote international roles in FP&A or finance transformation. Let's talk.