Thinking that earns its place

Led the finance integration of the acquired entity in close coordination with the IMO: Day-1 readiness, reporting alignment and entity governance integration — with the integration backlog kept strictly separate from the transformation that would repurpose the site.

The acquired entity reported to group standards on deadline; the transformation that converted the site to the group's own production ran afterwards as a scoped, costed programme rather than scope creep.

Stood up the acquired entity's finance and governance from the ground up, then led the transformation that took the site from production-only to production and packing — expanding what the facility could do for the group.

A fully integrated entity reporting to group standards, and a transformed operation delivering more of the value chain in-house.

Defined a branch and entity governance framework from the ground up, built on cross-functional ownership with finance in focus — since that's where the impacts land heaviest. Every workstream co-owned by finance and the function it affected, with decision rights agreed before design work resumed.

A governance framework the organisation could actually run on; blocked decisions cleared within two cycles, and later initiatives had a foundation to build on instead of stalling.

We reviewed the company's existing material and systems, designed the operating platform around management's own criteria for what it had to pull, and — through close dialogue with the leadership team — concluded on a single financial platform for daily, monthly, quarterly and yearly reporting. It consolidates data automatically from the existing sources into one source of truth: year-to-date actuals against forecast, KPI dashboards, variance and deviation tracking, cash-flow and forecast modelling, and drill-down by product, seller and period — including month-versus-same-month-last-year comparatives and a clear view of individual sellers' performance.

Management gained a daily, self-updating view of where the business stood and where the year was heading, month-end reporting got faster, and decisions that used to wait on manual spreadsheets now rest on one trusted platform tailored to how the company actually runs.

We built a forecasting model framed as an optimisation problem with three unknowns — the case backlog (sagsbunker), the number of cases by size (small, medium, large) and case-handling time — made harder by the six-month interest rule, which created pressure to prioritise larger cases and clear them before the deadline. The model determined the optimal control strategy and became the basis for how the controls strategy was set in that area. Separately, we developed a fully automated Power BI management-reporting platform built on SAP data extracts, with monthly performance logging and written explanations of deviations, used for management reporting across the ministry.

The authority had an evidence-based control strategy it could defend and adjust as the backlog moved, and a standing, automated reporting platform that gave management a monthly, explained view of performance without manual assembly.