A retrospective
Chief Financial Officer · 2007 — present
Room I
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.
Beatrice Marin
Room II
The disciplines to which this career has returned, again and again.
Room III
Each work is a decision: its context, the choice made and what followed.
Work 01
Medium: judgement, people and capital
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.
Work 02
Medium: judgement, people and capital
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.
Work 03
Medium: judgement, people and capital
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.
Room IV
$2.4 bn
Capital raised
Equity, debt and a cross-border listing
380 bps
Margin expansion
Over four reporting years
0
Qualified audit opinions
Across twelve reporting periods
11
Transactions closed
Acquisitions, divestments and JVs
Room V
A career, hung in chronological order.
2007 — 2012
Meridian Consolidated
2012 — 2017
Harrow & Vale Industries
2016 — 2020
Fairhaven Holdings
2020 — Present
Aldermoor Group
Room VI
Boards and institutions that have entrusted their stewardship.
Independent Director · Audit (Chair) · Risk
2021 — Present
Non-Executive Director · Audit · ALCO
2018 — Present
Honorary Treasurer · Finance & Investment
2016 — 2022
Room VII
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.
Room VIII
Essays written alongside the work.
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 essayRoom IX
Honours
Reviews
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”
An invitation
For board, advisory and speaking enquiries — a conversation is the best way to see the work.
office@beatricemarin.example