The work behind the claims.
Anyone can call themselves a CFO. Here’s what it looks like when I actually step into a company’s financials: the problems I walk into, the work I do, and what changes because of it.
The consolidation behind a $5.3 billion merger
The Situation
A global company was heading into the biggest transaction of its life: a $5.3 billion merger. But the financial foundation wasn’t ready for it. Systems didn’t talk to each other, the financials needed cleanup, and the reporting was too heavy for leadership to actually use.
The Work
I came in and took ownership of the consolidation, handling work that would normally sit across an entire finance team:
- Fixed the systems so the numbers could be trusted.
- Cleaned up the financials across entities.
- Rebuilt the reporting, cutting a 50-page report down to 30 pages of clear, decision-ready information so leadership could finally see their position and their goals.
The Outcome
Leadership went into the merger with financials they could stand behind and reporting they could actually read. The transaction went through, and the company moved forward with a financial foundation built to carry it.
Engagement Summary
Global
Transaction value
$5.3B
Systems
Reconciled
Entities consolidated
Multi
Leadership reporting
50 → 30 pp
Merger position
Cleared
Numbers, in numbers.
$5.3B
Merger supported by my consolidation and cleanup work.
50 → 30
Pages cut from leadership reporting, with more clarity, not less.
×1
One person, running consolidation work normally spread across a full finance team.
Every company's mess
looks different. The work
falls into five areas.
— 01
Audits
I get your financials audit-ready before the auditors arrive, and I sit on your side of the table when they do. Clean books, documented processes, no surprises.
— 02
Systems
When your tools don’t talk to each other, your numbers can’t be trusted. I clean up and connect your financial systems so the data flowing into every report is data you can rely on.
— 03
Reporting
Reporting should drive decisions, not bury them. I rebuild reports so leadership sees exactly what matters: position, trajectory, and the numbers behind the next move.
— 04
Process Improvement
Slow closes, manual workarounds, and duplicated work all cost you money and clarity. I streamline the financial processes so the function runs faster with fewer errors.
— 05
Financial Clarity & Strategy
Slow closes, manual workarounds, and duplicated work all cost you money and clarity. I streamline the financial processes so the function runs faster with fewer errors.