Alongside my corporate career, I've also experienced business ownership first-hand. Building and successfully exiting my own consumer brand gave me an appreciation for the realities founders face every day, balancing growth, managing risk, protecting cash flow, and making decisions that shape the future of the business.
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My career has been built around helping businesses grow.
After developing my financial expertise with world-leading organisations including Mars and Nestlé, I went on to work with founder-led businesses and high-growth consumer brands, supporting them through periods of rapid expansion, organisational change, and strategic transformation.
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My career at a glance.
Building strong financial foundations.
My experience spans some of the world's most respected consumer businesses alongside ambitious scale-ups. At Mars and Nestlé, I developed a deep understanding of financial control, commercial finance, and operational excellence, learning how finance can become a genuine driver of business performance.
As my career progressed, I became increasingly drawn to entrepreneurial businesses, where finance plays a far more hands-on role in shaping strategy and supporting growth.
From founder to finance partner.
Founding, scaling, and successfully exiting my own Swiss consumer brand remains one of the most valuable experiences of my career. Growing the business to over CHF 2 million in revenue before leading its successful sale to strategic buyer Andros gave me an understanding that can't be learned in a boardroom. I know the pressures founders face because I've experienced them myself.
That perspective shapes the way I work today, providing practical advice grounded in commercial reality, not just financial theory.
Supporting ambitious scale-ups.
More recently, I've partnered with high-growth consumer brands to strengthen finance functions and support strategic growth. At The INKEY List, I work alongside the executive team to improve commercial finance and support international expansion, while my experience at Cannaray included M&A integration and IPO readiness. These roles have reinforced my belief that finance delivers its greatest value when it works as a true commercial partner.
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How I create value.
I help growing businesses strengthen their financial foundations, improve commercial performance, and navigate key stages of growth. From Fractional CFO support and strategic planning to profitability improvement, investor readiness, and exit preparation, I provide the financial leadership needed to turn ambition into sustainable value
Strategic & Commercial finance partner.
Founders, management teams and investors bring me in when they need someone who can translate numbers into decisions. My approach starts with a plain question: what is actually driving performance, profit and cash — and what would need to be true for that to improve? From there, I build the financial infrastructure a growing business needs to scale: tighter reporting, stronger governance, and processes that hold up under investor and lender scrutiny. I've used this approach to help businesses grow revenue from <£10m to £50m+ / improve gross margin by 5-10 ppts / dramatically improve working capital days — the specifics change by business, but the underlying discipline doesn't.
Raising capital & funding growth.
Most businesses don't have a capital problem, they have a capital strategy problem. Before I help a management team raise anything, I want to understand what the money is actually for, and what kind of capital fits that purpose. That means weighing equity against debt against less obvious alternatives, building the financial model and business plan that will hold up under diligence, and preparing the business, not just the pitch, to meet what investors and lenders expect to see. The result I'm aiming for isn't "capital raised." It's the right capital, on the right terms, tied to the right strategic objective. I've supported raises of different sizes across seed/Series A/B and put-in-place multi-million debt facilities, and the lesson that's held true across all of them is that the terms matter as much as the amount.
Preparing & leading businesses through exit.
An exit process rewards businesses that were run well long before anyone started talking to buyers. My job is to get a business to that standard, investment-ready and transaction-ready, well ahead of the process itself, not scrambling to assemble it during diligence. When the process starts, I run it: selecting advisors, preparing the financial information that will be pulled apart in diligence, and staying in the room through negotiation to completion. Value, buyer confidence and shareholder return are the outcomes I'm working toward throughout, not just at the finish line. I’ve been a key part of several exits in the past five years, and in each case the work that mattered most happened months before the data room opened.