Legally sound, strategically aligned, and designed to last.
Over four decades spanning CFO, CIO, and CTO roles across multinational industrial operations in several countries, I have structured financial governance, capital frameworks, controllership, and risk architecture from the ground up — in environments where none of it existed before I arrived.
Greenfield operations are where I do my best work. The mandate is clear: establish everything correctly from day one, before bad habits calcify into institutional debt. That means treasury, fiscal compliance, cost structure, banking relationships, reporting cadence, and the governance layer that makes all of it auditable and scalable.
Beyond the financial architecture, I have consistently led the technology infrastructure that makes financial intelligence possible. In a greenfield industrial operation, the CFO who understands the technology stack makes better capital allocation decisions and builds systems that actually talk to each other. These are not adjacent skills — they are the same discipline, applied at a different layer.
Selected and implemented enterprise resource planning systems built to match how the operation actually runs — not the other way around.
Built data warehouses from zero, giving financial and operational teams a single source of truth instead of competing spreadsheets.
Identified and deployed automation delivering real-time production appointments — closing the gap between what's happening on the floor and what finance sees.
Co-developed maintenance management systems that materially reduced downtime and operational cost — technology built to pay for itself.
My edge is the combination of deep financial discipline with operational and technology literacy. I understand what the business needs to build, what it costs, what risks it carries, and how to structure the financial architecture around those realities — not around templates.
I don't stop at finance or technology. A CFO who understands how a neural network learns, how a supply chain fails, and how institutional capture distorts capital allocation sees risks and opportunities that a narrower executive simply misses.
Active researcher, working with AI since 1984 — long before it was a boardroom topic.
Trained as a macroeconomist — reading capital flows and institutional incentives, not just financial statements.
Practicing data scientist — the same discipline applied to capital allocation as to any other dataset.
Designed industrial automation systems, indoor farming operations, and governance frameworks for organizations across several countries.
"Establish everything correctly from day one — before bad habits calcify into institutional debt."— The greenfield mandate
Advising on corporate governance, financial governance, and applied AI research — while pursuing select CFO mandates in industrial greenfield operations.