Areas of practice
The domains in which I have carried accountability, and the judgement I bring to each.
How I lead
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.
At scale
$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
In practice
Case I
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.
Case II
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.
Case III
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.