Joint-Venture Reporting Recovery Authority — Offshore Wind

The mandate

Project-control forecasts, legal-entity accounts, shareholder funding packs and lender reports have begun to show different commitments, contingency usage and completion views. The venture finance director resigned after a disputed capital call, although construction continues within approved safety controls. The CFO needs one temporary executive to restore financial truth before the next covenant and shareholder approval cycle.

The interim must start within two weeks for ten months, leading exposure reconciliation, close and forecast control, three reporting cycles, covenant preparation and successor induction. Permanent recruitment begins after the first joint shareholder-approved pack. Five weeks are protected for overlap; the term will not extend for refinancing, construction management or claims negotiation after reliable reporting is established.

Handover requires one reconciled cost and commitment baseline, explicit contingency movements, aligned completion and cash forecasts, controlled capital calls, covenant and shareholder bridges, approved close evidence and three timely reporting cycles. The successor must lead an unseen contractor-claim and delayed-milestone scenario, then accept residual contract, tax and systems limitations.

The authority may freeze forecast changes, require project evidence, set reporting ownership, approve delegated journals and funding-pack corrections, direct the authorised DKK180 million remediation and appoint temporary control leads. The CFO and boards retain accounting policy, capital calls, covenant certification and excess spend. The interim cannot settle claims, amend financing, direct construction or appoint permanently.

Engineering delivery, contractor negotiation, refinancing and redesign of shareholder agreements are outside scope. The leader may require schedule, contract and cost evidence but does not own underlying technical or legal judgements. Recovery is bounded to reliable accounting, forecasting, liquidity and governance reporting for the current venture through permanent succession.

Why this seat is open

The disputed funding request exposed incompatible reporting bases, then the director’s resignation removed the person accountable for aligning project, statutory, shareholder and lender views. Existing teams can produce their own packs but cannot arbitrate them while construction accelerates. Temporary leadership is required through three accepted cycles and permanent appointment.

What you will own

• Reconcile contract award, commitment, certified progress, accrual, cash, forecast, contingency and estimate-at-completion across reporting views.
• Decide which forecast changes have sufficient evidence, require qualification, need executive judgement or must remain unresolved.
• Establish one reporting calendar and bridge for venture books, shareholders, lenders, project controls and treasury.
• Govern capital-call evidence across approved budget, cash requirement, contingency, shareholder proportion and unresolved variance.
• Command scenarios for contractor claim, delayed milestone, foreign-exchange move, tax change, funding delay and covenant headroom.
• Maintain close continuity while remediation clarifies access, change, reconciliation and management-review controls.
• Transfer authority after three cycles and successor completion of unseen claim and milestone exercises.

Candidate qualifications

• Held executive finance or controllership authority in a capital-intensive joint venture through construction and lender reporting.
• Reconciled project controls, legal ledgers, shareholder packs, capital calls, cash forecasts and covenant calculations.
• Challenged estimate-at-completion and contingency movements where schedule, commercial claims and accounting evidence differed.
• Worked with project directors, shareholders, lenders and auditors without assuming engineering, legal or board authority.
• Restored reporting during active construction while protecting close deadlines, liquidity and partner confidence.
• Handed a recovered JV finance function to permanent leadership through live cycles and adversarial project events.

Non-negotiables

• Available within two weeks for exclusive Copenhagen service through three reporting and covenant cycles.
• Has led finance inside an active infrastructure JV; group reporting or project controls experience alone is insufficient.
• No undisclosed interest in shareholders, lenders, contractors, claims advisers or audit providers involved.
• Will preserve unresolved cost and covenant evidence even where transparency delays a funding approval.

1. 49 words maximum. State your Copenhagen availability and one JV capital call you reconciled from disputed project evidence.
2. 49 words maximum. How did you bridge estimate-at-completion differences between project controls and legal accounts?
3. 49 words maximum. Which unseen contractor claim would qualify the permanent finance leader before handover?