Interim Chief Financial Officer — Infrastructure Investment Integration

Integrate without flattening differences

Candidates need senior finance leadership in infrastructure or asset-intensive investment environments, including acquisition integration or establishment of group controls. Experience should include both the technical close and the practical management of dispersed finance teams. Debt literacy, forecasting discipline and comfort with incomplete information are essential.

Applicants should describe how they have chosen between standardisation and local flexibility, and how they ensured controls continued after the integration team departed.

Reconcile the investment as acquired

Establish an opening view of cash, debt, commitments, accounting policies and financial reporting quality. Reconcile transaction assumptions with the operating information now available. Identify matters that affect financing compliance, distributions, capital expenditure or the reliability of the consolidated forecast, and prioritise them according to consequence.

Choose what becomes central

Create a clear finance operating model defining what remains at asset level and what belongs centrally. Set standards for close, forecasting, investment approval and debt reporting. Ensure that local teams understand the purpose of the information requested and that central reporting does not conceal material project-specific risks.

Make inherited obligations operable

Review inherited lender obligations and build a calendar with named owners. Address weaknesses in bank access, payment authority, intercompany accounting and cash visibility. Coordinate with operations and technology teams where data quality depends on systems or working practices. Escalate findings that change the investment case rather than allowing integration reporting to become a record of completed administrative tasks.

Handover evidence

Leave a reliable consolidated financial view, reconciled opening positions, functioning approval controls and an owned schedule of financing obligations. Document material differences between acquisition assumptions and current expectations, with agreed actions. The CFO acts within delegated executive authority; changes to funding, distributions and material investment require appropriate approval. The quality of the handover and the ability of permanent teams to operate the new arrangements will carry as much weight as the initial integration milestones.