Cash-Flow Statement Reconstruction Leader — Project Infrastructure

The mandate

Construction draws, restricted accounts, supplier finance, shareholder advances, concession receipts and non-cash project movements are aggregated differently by project companies and group consolidation. The income statement and balance sheet close, but the cash-flow statement is completed through residual logic and late manual classification. External audit has rejected several explanations, and the reporting director is unavailable through year end.

The eight-month assignment starts within two weeks and covers reconstruction, year-end statements, two subsequent closes and successor overlap. Trigger events include new project funding, refinancing, supplier-finance change, restricted-cash movement, asset transfer and concession receipt; each must reach the cash-flow classification route before close. Five weeks are reserved for handover, and no programme extension is contemplated.

Exit evidence includes a direct cash movement population, bank-to-ledger reconciliation, governed classification dictionary, non-cash register, financing liability roll-forward, restricted-cash bridge, entity-to-group elimination logic and three cash-flow statements inside tolerance. The successor must resolve an unseen refinancing with capitalised interest and supplier-finance reclassification before accepting reporting authority.

The leader may reject unsupported project submissions, freeze residual cash-flow plugs, require treasury and controller certifications, sequence group reporting, approve delegated classification journals and control SAR 40 million of recovery funding. The Group Controller retains policy, materiality and statement approval; Treasury owns cash management; project executives own commercial decisions; auditors maintain independent conclusions.

Debt restructuring, lender negotiation, project valuation, concession accounting redesign and treasury-system replacement are excluded. The interim will govern accounting evidence for supplier finance and restricted cash but will not renegotiate their terms. Differences between bank movement, ledger and statement must remain explicit until resolved, even if transparent exceptions delay close completion.

Why this seat is open

Project growth created complex cash movements faster than the group developed a common classification and consolidation discipline, and temporary unavailability removed the experienced reporting owner. Audit deadlines require a bounded leader who can reconstruct movement-level evidence, run live closes and certify a permanent successor rather than perpetuate residual balancing.

What you will own

• Build a complete cash movement population from banks, ledgers, project draws, restricted accounts and treasury platforms.
• Define operating, investing, financing and non-cash classifications for construction, concessions, leases and shareholder funding.
• Reconcile opening cash, movement, currency effects, reclassifications, eliminations and closing cash by entity and group.
• Control supplier-finance disclosures, financing-liability movements, capitalised interest and restricted-cash presentation evidence.
• Eliminate intercompany funding, cash pooling and project transfers without obscuring external cash consequences.
• Exercise a refinancing, covenant reserve release, supplier-finance redesign, asset contribution and late project draw.
• Transfer statement ownership after three closes and successor completion of an unfamiliar multi-element financing case.

Candidate qualifications

• Held group cash-flow reporting authority in project infrastructure, construction, concessions or similarly financing-intensive businesses.
• Reconstructed cash statements from transaction-level bank and ledger movements rather than residual balance-sheet logic.
• Governed restricted cash, supplier finance, project draws, leases, interest and non-cash financing disclosures.
• Reconciled project-company submissions, intercompany funding, currency effects and consolidation eliminations under audit pressure.
• Worked with treasury, lenders and project leaders without assuming commercial negotiation or cash-management authority.
• Handed recovered cash-flow reporting to permanent leadership through live cycles and complex refinancing scenarios.

Non-negotiables

• Available within two weeks for full-time Riyadh leadership and targeted travel to material project-company locations.
• Direct reconstruction of a complex consolidated cash-flow statement is required; treasury experience alone is insufficient.
• No undisclosed relationship may involve major lenders, project sponsors, reporting-system vendors or the external auditor.
• Will prohibit residual cash-flow plugs even when movement-level reconciliation lengthens the first recovered close.

1. 49 words maximum. Describe a financing movement that residual cash-flow preparation classified incorrectly.
2. 49 words maximum. How did you distinguish supplier finance from ordinary trade-payable cash flows?
3. 49 words maximum. Which refinancing fact pattern would you use to test the permanent reporting leader?