Experience & outcomes

Finance leadership tested through growth and complexity.

Selected, anonymised examples of building finance infrastructure, strengthening decision support and helping leadership teams manage a more complex operating environment.

Case study 01 · International iGaming group

Building the finance function behind nine-figure growth.

Situation

Seven months after launch, the business relied on an external accounting firm for basic payment and payroll support. It had no established internal finance infrastructure capable of supporting international growth.

Contribution

Selected the accounting platform and designed the chart of accounts, journals and reconciliation framework
Established controls and high-volume payment-provider reconciliations
Introduced management reporting, dashboards, KPIs, cash forecasting and weekly performance projections
Coordinated audits, supported M&A integration and built finance, treasury and procurement teams
Used technology and automation to redirect capacity towards higher-value analysis

Outcome

The finance function supported an operator that grew to nine-figure annual revenue, 25 legal entities in six countries, four consumer brands and more than 300 employees—giving the CEO and leadership team stronger control, visibility and confidence.

25legal entities

6countries

4consumer brands

15+finance team

300+employees supported

Case study 02 · Investment & technology group

Creating financial control across rapid group expansion.

Situation

A successful trading business had systems and processes designed for only two companies. The accounting environment was outdated, banking was concentrated and purchasing, governance and planning processes were not designed for group-level complexity.

Contribution

Led the group’s expansion from two to ten companies in under a year
Led the implementation of a cloud-based spend-management and accounts-payable automation platform across ten legal entities, centralising invoice, expense and payment processes
Designed entity-, business-unit- and value-based approval workflows, strengthening accountability, segregation of duties and control over expenditure
Integrated the platform with the group’s ERP so invoices, receipts and payment information flowed automatically to finance for review and posting, substantially reducing manual data entry and reconciliation risk
Introduced cost-centre accountability, budget ownership and simpler purchasing approvals
Diversified banking relationships and strengthened treasury resilience
Introduced group policies and a driver-based annual-planning framework involving leadership and boards

Outcome

The group gained a more scalable financial and governance infrastructure, stronger control over expenditure and improved visibility across its legal entities. Automated workflows reduced manual processing, improved audit trails and supported a more efficient month-end close. These changes strengthened treasury resilience and financial decision-making while supporting more than 25% growth in both revenue and EBITDA between late 2023 and 2025.

2→10companies

<1 yearexpansion period

>25%revenue growth

>25%EBITDA growth

Additional operating experience

Buy-side and sell-side M&AMulti-jurisdictional treasuryGroup audits and tax strategyBoard reporting and governanceDynamic forecastingFinance automation

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