Chief Financial Officer United States · Global perspective
The person behind
the decisions.
I work with boards and executive teams to connect financial discipline with strategic possibility. My leadership spans capital allocation, performance management and finance transformation, with a particular interest in the quality of the decisions behind the numbers.
The finance function I aim to build is both rigorous and commercially engaged. It makes the economics of the business visible, tests assumptions early and helps leaders understand the consequences of their choices. It also protects the trust on which relationships with investors, lenders and colleagues depend.
My approach combines a long-term view of enterprise value with close attention to cash, controls and execution. I favour clear explanations, well-evidenced challenge and a finance team that earns its place in the strategic conversation.
Open to Board appointments · Advisory roles · Speaking invitations
Languages / English · Spanish
A leadership conviction
Finance earns trust by making the economics of a choice visible. I combine discipline in cash, controls and reporting with constructive challenge on investment and growth. A clear explanation of uncertainty is more valuable than precision that the underlying assumptions cannot support.
- Capital raised
- $2.4 bn
- Equity, debt and a cross-border listing
- Margin expansion
- 380 bps
- Over four reporting years
- Qualified audit opinions
- 0
- Across twelve reporting periods
- Transactions closed
- 11
- Acquisitions, divestments and JVs
Career chapters
2020 — Present 01
Chief Financial Officer
Aldermoor Group
Leading capital allocation, financial governance and enterprise performance discussions. Connecting the board's long-term value agenda with cash visibility, investment appraisal and operating accountability.
2016 — 2020 02
Vice President, Finance & Business Performance
Fairhaven Holdings
Built commercial finance capability alongside operating leaders, improving the connection between reporting, forecasts and business decisions. Developed finance teams able to challenge assumptions and explain the economics of performance.
2012 — 2017 03
Group Treasurer
Harrow & Vale Industries
Rebuilt the funding structure ahead of an expansion cycle, reducing refinancing concentration and introducing a liquidity framework the board could read in one page.
2007 — 2012 04
Director, Financial Planning & Analysis
Meridian Consolidated
Connected the operating plan to capital allocation for the first time, giving business heads a shared view of returns, risk and cash.
Board & advisory record
Current appointments
Calder Logistics
Independent Director
Audit (Chair) · Risk
2021 — Present
Westmoor Housing Finance
Non-Executive Director
Audit · ALCO
2018 — Present
Earlier appointments
The Lakeshore Foundation
Honorary Treasurer
Finance & Investment
2016 — 2022
Education & credentials
- Chartered Accountant
- Institute of Chartered Accountants · 1999
- CFA Charterholder
- CFA Institute · 2006
- MBA, Strategy & Finance
- Westbrook School of Management · 2004
Recognition
CFO of the Year — Large Enterprise
The Finance Leaders Forum · 2024
Best Investor Relations, Mid-Cap
Capital & Governance Quarterly · 2023
Books & papers
Return on Judgement: Capital Decisions for Boards and Executives
Ashgrove Press · 2024
In conversation
Capital & Governance Quarterly / 2025
Capital allocation is a leadership decision, not a spreadsheet
The Finance Leaders Forum / 2024
Inside a cross-border listing in eleven months
The Boardroom Review / 2023
What audit committees should ask about cash
Perspectives from colleagues
Turns a complex balance sheet into a decision the whole board can own. Investors trusted the numbers because they trusted the person.
Discipline without rigidity. The finance function became a partner to the business, not its referee.