A-01 · Subject
Capital discipline. Strategic clarity. Sustainable value.
I work with boards and executive teams to connect financial discipline with strategic possibility.
Specification
| Ref. | Measure | Value | Note |
|---|---|---|---|
| S-01 | Capital raised | $2.4 bn | Equity, debt and a cross-border listing |
| S-02 | Margin expansion | 380 bps | Over four reporting years |
| S-03 | Qualified audit opinions | 0 | Across twelve reporting periods |
| S-04 | Transactions closed | 11 | Acquisitions, divestments and JVs |
Modules of expertise
Career elevation
Stage 04 · 2020 — Present
Aldermoor Group
Leading capital allocation, financial governance and enterprise performance discussions.
Stage 03 · 2016 — 2020
Fairhaven Holdings
Built commercial finance capability alongside operating leaders, improving the connection between reporting, forecasts and business decisions.
Stage 02 · 2012 — 2017
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.
Stage 01 · 2007 — 2012
Meridian Consolidated
Connected the operating plan to capital allocation for the first time, giving business heads a shared view of returns, risk and cash.
Detail drawings
01Detail
Competing business proposals were being evaluated on inconsistent assumptions. I introduced a shared investment framework that made strategic fit, cash requirements, downside exposure and decision ownership explicit. The board could compare opportunities on a common basis, and business sponsors retained responsibility for the assumptions that underpinned their cases.
02Detail
Finance reporting had become a collection of local processes rather than an enterprise view. We redesigned the reporting calendar, reconciled key definitions and separated repeatable production work from commercial analysis. The programme brought finance and operating leaders into a shared discussion of performance, with clearer controls around the underlying information.
03Detail
During a portfolio review, I worked with business leaders to distinguish reported growth from the quality of the economics behind it. We examined resource intensity, working-capital patterns and the capabilities required by each strategic option. The resulting conversation gave the board a more considered basis for deciding where management attention and capital belonged.
Board record
Independent Director
Audit (Chair) · Risk
2021 — Present
Non-Executive Director
Audit · ALCO
2018 — Present
Honorary Treasurer
Finance & Investment
2016 — 2022
Peer review
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.
Working notes
Revenue, margin and cash forecasts depend on choices about demand, pricing, capacity and working capital.
Read the essayTwo investment cases can appear comparable while using different assumptions about risk, time and resource demands.
Read the essayA faster close creates capacity, but the value depends on how that capacity is used.
Read the essayAn invitation
For board, advisory and leadership conversations where capital allocation matters.
office@ethanmercier.example