Financial expert who provides financial strategy services on a part-time or project basis. Developing the high-level financial strategy, systems analysis and design and operational optimizations. Helping clients to resolve challenges such as working capital issues, accounting and taxation setup, profitability analysis, implementing more efficient softwares or preparing company for M&A.Why do you need CFO?In the early stages of development, businesses may not see substantial benefits from hiring a full-time CFO. Outsourcing some of the work can help you maintain a reasonable budget, particularly if your finances are relatively simple. In this case you will get access to best practice but not pay monthly wage.Which outsourced CFO services Startups need:- Strategic Planning and Financial Projections - Scenario Modeling- Actuals vs. Budget reporting- Startup-Specific Guidance- Financial Reporting and Presentation- Working Capital Management- Negotiating with banks on behalf of the company - Best practices implementation- Accounting setup- Costing setup- Controlling setup- Projects P&L setup- Manage finance-related IT systems and take part in ERP implementation- Sales support- Legal Team Liaison- HR Oversight

Enhanced profitability tracking by designing and implementing marginal contribution reporting per client. Improved financial oversight and accountability for distributors through the creation of a P&L review and control policy. Supported business growth with a reduction in working capital through targeted efficiency measures.● Streamlined procurement and achieved cost savings by implementing a structured tender process.● Strengthened cash flow management by organizing centralized factoring for suppliers and distributors.● Achieved a $20M reduction in working capital by implementing targeted income and expenditure controls for each distributor.● Generated approximately $5+M in gains by auditing the commercial policy and implemented P&L per distributor report in Qlick.

Served as outsourced CFO for the US PE fund and US governmental fund WNISEF, providing strategic financial leadership. Implemented SAP B1 across 3 PE funds and operating companies, streamlining financial processes. Enhanced cost center accounting and provided controlling support for portfolio companies to improve financial oversight. Supported profit center accounting and analysis for portfolio companies, driving profitability insights. Implemented Power BI for KPI control in portfolio companies. Transformed IT department and implemented Office 365.● Implemented SAP Business One for three PE funds and GP operating companies. Automated reporting for 70+ Limited Partners and General Partner started to de delivered directly in SAP Crystal Reporting software.● Conducted finance due diligence and audits during M&A activities to ensure compliance and accuracy.● Delivered audit support for the fund and portfolio companies across Ukraine, Poland, Cyprus, and other countries.● Facilitated corporate banking operations for portfolio companies in Ukraine, EU, and the USA, ensuring efficient financial transactions and compliance.● Provided support to the Portfolio Companies in areas of tax planning, audit processes, and finance strategy development.

Restructured the finance team, creating a centralized support matrix for over 30 subsidiaries to optimize control and reporting. Created the IT department, recruited and structured the IT team, transforming IT services to meet organizational needs. Consolidated 150+ local networks into a unified corporate network, enhancing connectivity and security. Led and managed a Finance team of over 250 members and an IT team of 50, driving efficiency and operational improvements.● Successfully implemented IFRS, with financial reports audited by Deloitte to ensure accuracy and compliance.● Established P&L reporting for over 3,900 gas and oil wells, delivering granular insights into field-level performance.● Implemented SAP S/4HANA (MM, FI, CO, PS, BPC, PM, and SD) in largest public company, supporting 4,000+ users and enabling advanced capabilities.● Restructured over $150M in loans, improving the company’s financial position and flexibility.

Resterted the SAP S/4 HANA implementation project, developed the Blue print, managed the SAP consultants team and сonfigured the system.

Directed finance, administration, purchasing, and IT operations for a group of companies across Ukraine and EU countries, ensuring seamless cross-functional management. Established a purchasing department and implemented comprehensive procurement procedures, driving significant business growth. Designed and implemented a robust budgeting process across the group, enhancing financial planning and control. Developed and rolled out a new IT infrastructure and processes, laying the foundation for ISO 27001 and WLA certifications.● Transitioned company to full e-documentation, covering HQ and 31 branches, managing approx. 11,000 documents per quarter.● Established group-wide accounting standards aligned with IAS, standardizing financial practices.● Implemented group consolidated reporting based on IFRS, with audits conducted by Deloitte across Ukraine and EU countries.● Initiated proactive monitoring of lottery company payouts 1.5 years in advance, enabling strategic adjustments.● Created and developed dedicated procurement and IT departments to support the group's operational needs.

Developed the company's strategic financial plan and prepared company for $400M sale by conducting thorough financial due diligence in collaboration with all Big 4 audit firms. Developed consolidated reporting in the Group based on IFRS audited by PWC. Centralized finance functions in Head Office with vertical control in 18 companies.● Developed and implemented budgeting and reporting process at multiple levels—consolidated, stand-alone, and by business unit—with detailed breakdowns by cost center, profit center, market, business unit, SKU, and project.● Prepared company for $400M sale by conducting thorough financial due diligence in collaboration with all Big 4 audit firms.● Implemented Cognos (IBM) for budgeting, forecasting and reporting;● Organized the cash-flow planning and reporting in all Group;

Taking part in the green field project created centralized finance department from scratch with proper functional structure: AP/AR, FI, CO, Audit, Treasury. Implemented payroll processes for 5000 employees at 3 companies in Ukraine and Hungary. Developed SOX controls audited by internal audit team and KPMG. Organized consignment production model to save custom duties and taxes. Coordinated finance part in SAP implementations in production and logistics companies. Organized accounting based on USGAAP and reported to HQ based on IFRS. ● Developed and implemented SOX controls to ensure finance information delivered to HQ in US.● Adopted and implemented all corporate rules for budgeting, forecasting, accounting and reporting.● Implemented SAP FI-CO in Jabil Ukraine and Jabil Logistic Point Hungary.● Created internal finance outsourcing for Jabil Logistic Point Hungary.● Implemented and managed cash cycle with cash-pooling.

After the successful finance transformation and ERP implementation in Ukraine I received an offer to join the Regional Application Support Center in Warsaw and support the financial part of ERP in 11 Nestle markets. This role provided an opportunity to learn the financial requirements on all markets and strengthen my knowledge on the IT side. Given the experience of financial transformation, I was on the project of building the finance department at Nestle Adriatic. I received all FI/CO trainings in SAP and worked as SAP FI/CO consultant during the Globe project at Nestle.● Introduced support in 11 countries not only from the ERP side but also financial process support with proper Fit/Gap analysis.● Built the finance department from scratch at Nestle Adriatic and implemented Nestle ERP.● Was a part of consultants team for system requirements and test scenarious. Tested system configuration during SAP implementation in Globe project.

After confectionary company Svitoch aquisition in Ukraine, Nestle started the digital transformation in finances and implementation of Nestle Accounting Standards (IAS) and IFRS reporting. I got the position of financial controller and was the manager of these projects. Accounting was on paper base that time so I made a full digitalization and implemented Nestle ERP system. Accounting started to use Nestle Accounting Standards and my controlling team started to reporti to the HQ according to IFRS in the Carat system. In parallel I organized the cost accounting to calculate the product cost and provide the product profitability analysis. During the M&A I managed financial due diligence of the new company, separated non-core activities and showed the real profitability of Torchyn main business. At the same time I learned IT part of financial job and was an administrator of Nestle ERP based on AS/400. ● Transferred the company from paper accounting to using the ERP system● Developed instructions for accountants in all areas and trained more than 70 people.● Introduced automatic financial reporting and cost control.● Was the administrator of the NEZOOM system (financial part of Nestle ERP) and developed FI part to achieve full reporting automation.

Created planning process per profit center.Settled variance review.