Limassol, Cyprus
Group Deputy CFO with 14+ years in Big 4 audit, FP&A, and group finance leadership. Currently running the full finance function for a 50+ entity healthcare group (EUR 470m+ turnover), reporting directly to the CFO and presenting results to the Board of Directors. Built finance functions from zero and led transformational projects: automated consolidated reporting across the group (cut close time from 7 to 2 days), designed and implemented group-wide FP&A, and drove working-capital improvement (lock-up days from 134 to 64). Proficient in IFRS consolidation, multi-entity FP&A, financial modelling, and budgeting. Experienced across SAP, Cognos, OLAP cubes and 1C in multi-system environments. ACCA Member. C1 English.
Report directly to the Group CFO, managing finance for the holding company and overseeing FP&A and budgeting across 50+ legal entities. Present quarterly and annual financial results to the Board of Directors. Team of 12 professionals. Annual budget management: EUR 470m+ group turnover. Key achievements: • Built the Economics & Finance department from zero: team hiring, monthly consolidated reporting (Balance Sheet, P&L, Cash Flow, explanatory notes), monthly budgeting, variance analysis, policies and procedures • Automated consolidated management reporting across the group, cutting month-end close time from 7 days to 2 days • Designed and implemented group-wide FP&A: unified budgeting methodology, financial structure, monthly consolidation, and variance analysis • Implemented BI layer on top of Excel/Power Query, cutting financial analysis turnaround from 7 days to a few hours • Led 1C-based automated budgeting system implementation: requirements gathering, methodology design, UAT • Built and reviewed investment financial models (NPV, IRR, PBP, DPBP) and tax planning scenarios • Present quarterly and annual financial results directly to the Board of Directors
Owned FP&A and cash management for a CIS-wide service line comprising 13 cost centres, 1,000+ projects, and a team of 7 professionals. Managed project-based P&L, budget forecasting, and financial reporting across the region. Key achievements: • Cut Lock-up days (working-capital proxy) from 134 to 64 — best result in the department's history • Reduced aged receivables (90+ days outstanding) by more than 2x and related provisions by more than 3x • Redesigned financial KPIs for manager-grade and above; rolled out across all CIS branches • Led full budgeting, forecasting, and management reporting cycle (P&L, Cash Flow); presented to service line leadership • Migrated routine financial operations to a shared service centre, reducing administrative overhead on project teams • Led 7-person team through full transition to remote working with no loss of quality or speed
Brought in post-acquisition to build IFRS-aligned management reporting for a Belgium-headquartered group's Russian distribution subsidiary and establish the reporting line to the group CFO. Owned all management accounting, budgeting, and financial controls. Key achievements: • Built monthly management reporting (BS, P&L, CF) under IFRS for both local and Belgium-based group management • Owned the budgeting and forecasting cycle end-to-end: templates, financial structure, consolidation, board presentations • Coordinated Big 4 (Deloitte) statutory audits — consistently clean audit opinions • Built investment appraisal models (NPV, IRR, PBP, DPBP) and ran transfer-pricing analysis (Russia/Kazakhstan) • Re-aligned local accounting policies with group standards and IFRS, improving reporting transparency • Re-engineered accounting systems, halving the time to produce the management reporting pack for Belgium head office • Introduced unwanted-stock identification process, improving inventory turnover by 15% within one year
Conducted statutory audits under RAS and IFRS for manufacturing and industrial clients. Led process walkthroughs, risk and controls assessments, testing, and audit sign-off.