— Lead the group’s finance function end-to-end and serve as the board’s finance partner on key decisions.
— Run two tracks in parallel: building a solid financial foundation — clean reporting, controls, audit readiness — and strengthening strategic financial partnership with the board and the business. The first is no less important here than the second.
— Drive M&A processes: financial modeling, due diligence, integration, and post-deal monitoring.
— Raise financial literacy across the company: help leaders understand the economics of the business, the logic behind decisions, and the link between operational actions and long-term value.