I work alongside manufacturing and founder-led CEOs to protect liquidity, uncover product and customer margins, and decide what to fund, finance or defer. Strategic financial leadership grounded in cash reality.
Profit on paper does not protect a manufacturer when cash, pricing and financial controls fall behind the business.
I work alongside the CEO to close that gap: deciding what to pay and when, what to charge and why, which investment deserves capital now, which can wait, and what finance team and systems the next stage needs.
Every engagement follows the Cash Before Growth sequence: protect liquidity first, then fix margin, then build the governance and finance function that let the business grow on solid ground.
Foundation: 14 years across audit, finance management and CFO roles for organisations in Africa, the Gulf and Europe. Maîtrise en sciences comptables, IHEC Tunis.
An anonymised example of the decisions and financial outcomes observed during a manufacturing CFO mandate.
Situation. Profitable on paper, short of cash in practice. A fully drawn overdraft, suppliers paid late, freight and FX shocks driving raw-material costs up, and a finance team too thin to produce reliable numbers.
What I did. As fractional Group CFO, I installed a weekly cash and supplier payment plan, built a cost-based pricing model by product grade, organised the statutory audit of two financial years that predated my arrival, from auditor selection to final adjustments, designed the finance team structure and led its recruitment, put stock controls and finance procedures in place, and led the Odoo ERP selection: requirements document, requests for offers, and partner interviews and selection.
What changed. Payments to strategic suppliers were planned weekly instead of handled in crisis. Three cost-based repricing rounds within two months raised prices by 40%. Over the eight-month period reviewed, revenue was 26% higher year on year in local currency despite lower volumes; product margin measures also improved by 10–15 percentage points. These are observed group results, not solely attributable to the CFO intervention. The audit of the inherited years identified significant historical accounting errors and was completed, providing a stronger basis for future financial management.
A fixed-fee, 3-week review to pinpoint near-term cash pressure, working-capital constraints and margin risks, ending with a prioritised plan you can act on with or without me.
No obligation to continue. If you take up an ongoing engagement within 30 days, €950 is credited against your first month. Scope and required records are confirmed before we begin.
Discuss a diagnosticWhat I need from you: bank statements, receivables and payables ageing, trial balance, inventory data, and sales by product for the last 12 months. If records are incomplete, we agree the feasible scope before starting.
Indicative mandates for different needs. The first conversation determines whether the diagnostic, focused support, or an ongoing CFO relationship is appropriate.
Outcome: you see the cash verdict weeks before it arrives.
Discuss fitOutcome: pricing and product decisions made on cost, not guesswork.
Discuss fitOutcome: a finance function auditors, banks and investors can rely on.
Discuss fitAll tiers: 30 days' notice after the minimum term. Optional on-site visits, with travel billed at cost.
Engagements are scoped around decision needs, business complexity, and the reliability of the available data. The number of days describes planned advisory capacity, not outsourced bookkeeping.
Yes. Most engagements run on a fixed weekly or bi-weekly cadence: a CEO working session, shared cash and reporting files, and direct access between sessions. The cadence is agreed in writing at the start, so you always know when I'm on your business.
When it matters: kick-off, audit fieldwork, bank meetings, or team recruitment. On-site visits are agreed in advance and travel is billed at cost.
No. Your accountant or finance team keeps the books. I set the cadence, review the numbers, build the models and tools, and turn them into decisions for the CEO. Where the team is too thin, I help structure and recruit it.
Request a discovery conversation. If there is a fit, we'll agree whether to start with the fixed-fee Cash & Margin Diagnostic or a more focused scope. An ongoing mandate is never required to get the diagnostic.
Engagements are contracted through my consulting firm and invoiced monthly in EUR. All information is treated as confidential, and an NDA is available before the diagnostic.
A CFO's playbook for manufacturing companies on liquidity, margin discipline, and building the finance function.
Most manufacturing CEOs manage by profit and discover, too late, that their company has run out of cash. Cash Before Growth is the playbook for the ones who want to see the verdict before it arrives.
Fifteen chapters. Five parts. Every chapter ends with a decision you can make this week — from installing a weekly cash cadence to repricing under pressure to rebuilding a finance function that actually serves the CEO.
Join the list for Chapter 1, "The Profitable Company That Ran Out of Cash", when it becomes available, plus a one-time book launch announcement.
If you're a CEO or founder navigating cash pressure, uncertain product margins, investment trade-offs, or a finance function that needs structure, start here.
Use the form to request a conversation. I will follow up to arrange a suitable time; submitting the form does not automatically reserve an appointment.