Finance isn’t about prediction.
It’s about structure — and how structure drives performance.
The Professional Journey
From trainee accountant to FP&A leadership — a journey defined by curiosity, structure, and transformation.
My career began in practice — as a trainee accountant learning the discipline of double-entry and the fundamentals of financial integrity. That grounding shaped everything that followed.
When I moved into management accounting, I discovered something deeper: how structure transforms understanding.
That’s where I developed a fascination for modelling — not as an exercise in spreadsheets, but as a framework for decision-making. I honed my analytical and commercial skills, earned my ACCA qualification, and transitioned into FP&A — where financial clarity meets strategic foresight.
Over two decades, I’ve had the privilege of working across IT, telecom, finance, manufacturing, and fintech — spanning startups, PE-backed transformations, and multinational PLCs. My work has consistently focused on one goal: turning data and structure into insight that drives performance.
Roles and Achievements
Leadership built on practice — and practice grounded in systems.
I’ve held FP&A leadership roles including Controller, Director, and Head of FP&A.
But more than the titles, what defines my work is remaining hands-on — designing and implementing integrated performance frameworks and driver-based models that serve as the foundation for decision-making.
Across assignments, I’ve built FP&A environments where:
- Modelling logic mirrors real operations — people, assets, cash, and activity drivers.
- Power Query automation replaces manual data preparation.
- Double-entry structure ensures full financial integration and credibility.
- Management reporting frameworks deliver insight at every organisational level.
Each engagement builds on the last — the accumulated learning from one company becomes the refined foundation for the next.
FP&A Philosophy
Driver-Based FP&A — where accounting meets strategy.
My FP&A philosophy centres on three principles:
- Structure before strategy.
Clarity begins with how numbers are built — not how they’re presented. - Drivers before data.
Every line of a financial statement must trace back to an operational reality — a headcount, a sale, a machine, a cost centre, a contract. - Integration before insight.
True performance visibility comes from models that are double-entry compliant, reconciled across entities, and capable of standing as full financial systems.
This approach has shaped what I call the Driver-Based Nested Suite of Integrated Financial Models (DBNS-IFM) — a structured, modular FP&A environment built in Excel, powered by Power Query, and designed to simulate real business dynamics in detail.
It’s not theory — it’s practice codified.
FP&A as a Strategic Engine
The modern FP&A function is not a reporting team. It’s a structural engine of strategy.
My perspective on FP&A goes beyond budgeting or variance analysis. It’s about building systems that enable companies to think structurally about performance.
Whether during a Private Equity integration, a scale-up expansion, or a post-investment transformation, the challenge is always the same — how to turn financial operations into an ecosystem that learns and adapts.
That’s the essence of the work I do:
- Unify planning and reporting.
- Bring operational logic into financial architecture.
- Deliver clarity that leadership can act on.
When FP&A is built this way, it stops being a cost centre and becomes the company’s decision infrastructure.
My Skills
- HFM, Oracle, SAP, Xero, SAGE, Sales Force, HubSpot, Navision, NetSuite and many ERP software.
- Developer advanced level in MS Excel, MS Power Query, MS Power BI and MS Access, Power Point, MS Word.
Work History
Jan 2014
Founding of PROATTIVA Analytics & Consultancy
Principal Managing Partner and FP&A Consultant
The begining of my FP&A as a Service.
A Privately owned Limited Company, Specialists in Financial Planning & Analysis. Role: Own, lead and further develop all aspects of everything that directly as well as indirectly straddle financial planning and analysis of various clients, be these for their existing entities or further acquisitions of Private Equity platform build as at when completed.Dec 2017 – Jul 2022
As part of the FP&A as a service.
Controller FP&A
Italian-American multinational corporation with global multisite.
Own the managerial and statutory reporting for group of companies, as well as delivering streamlined FP&A. This included business partnering budget owners, whilst continuously developing the wider EMEA region’s reporting, budgeting and forecasting processes.Feb 2016 – Mar 2017
As part of the FP&A as a service.
Group Director FP&A
Private Equity-backed Information Technology & Services
Develope, from scratch, the group FP&A process, tool, reports for existing and integration of aqcuired entitities. Monitor, enhance and update the group’s reporting, planning, budgeting and financial modelling processes for internal and external investors.Jan 2014 - Jan 2016
As part of the FP&A as a service.
FP&A Consultancy Roles
Various projects in different scales of Private Equity-backed companies
Design, develope and enhance various fully integrated financial models, from scractch. As well as enhance FP&A process across multiple short-to-medium term assignments around their reporting, planning, budgeting and forecasting for internal and external investors.Aug 2008 to Dec 2013
Business Partnering across various budget owners in Europe
Senior FP&A Manager EMEA
Private Equity-backed American multinational corporation with global multisite
Own the EMEA FP&A, whilst owning and maintaining the global FP&A model, that I had originally created from scratch. YoY updates of the entire model template, management reporting packages ensuring simulation of the individual operations of each company’s business.Aug 2007 – Aug 2008
Financially Planning and Analysing
Senior Financial Planning Analyst
Groups of Private Equity-backed American multinational corporation with global multisite
Financial planning and analysis for the Alternative Investment Market line of business. That included the budgeting, forecasting and monthly reporting into the President and VP, as well as Business Partner the various departmental budget owners for financial health and business operations.Feb 04 – Aug 07
Network Analyst and Financial Accountant
Telecommunication, Television, Technology & Services
Very large PLC British multinational Telco HQ in London, England
Management/Ownership of the Medium & Broadcast Services accounting and analytical reporting. Pivotal role played in the due diligence carveout and eventual sale to another large multinational.Pre 2004
ACCA Qualification Etc.
ACCA Qualification, Trainee Accountant and Financial Modelling Training
ACCA Examination preparation and passes. Trainee Financial/Management Accountant and gaining experience. Financial Modelling Excel, Access.