I turn financial insight into operational action and people alignment — building healthy, scalable businesses by joining the dots that others keep in separate silos.
CA(SA) and IoD member with COO-style experience across fintech, manufacturing, post-merger integration, and founder-led growth businesses.
Unclear ownership. Weak forecasting. Teams that don't yet share a common plan.
I step into that gap to connect P&L, capacity, and headcount. I redesign rhythms of execution. I build the dashboards, rituals, and governance that keep everyone honest.
Poor people systems always show up in financial results. That's why I care as much about the quality of decision-making and culture as I do about the numbers.
I bring corporate-grade risk and reporting discipline into fast-moving environments, while building teams that understand the "why" behind the plan and feel trusted to execute it.
My PwC foundation gives me the ability to see risk, controls, and reporting clearly. My later COO-style work in fintech and industrial businesses taught me how to apply that rigor in messy, high-growth environments.
The common thread: you can have structure without bureaucracy, and accountability without losing trust.
My experience spans manufacturing operations and capacity planning, post-merger integration, fintech ecosystems, HR transformation, and governance work at both board and management levels.
That has included architecting a SaaS-to-marketplace pivot at a Category 2 FSP that facilitated roughly R200m in customer transaction flow.
And building a new cross-border tech branch to around $500k ARR — instead of keeping finance and commercial work in separate silos.
In each case, the work was the same: turning financial insight into operational action and people alignment.
I'm not a slide-deck advisor. I prefer to work alongside leadership teams and line managers, translating financial and operational objectives into clear roles, processes, and behaviours.
The common thread: joining dots that others keep in separate silos.
Link P&L, capacity, and headcount into one coherent picture that drives real decisions.
Build the dashboards, rituals, and governance that keep everyone honest and moving together.
Turn financial and operational goals into clear roles, processes, and ways of working.
I prefer to work alongside leadership teams and line managers — not from a distance.
This means translating financial and operational objectives into clear roles, processes, and behaviours that people can actually execute.
Implementation, not just recommendation.
I bring corporate-grade risk and reporting discipline into fast-moving environments, while building teams that understand the "why" behind the plan and feel trusted to execute it.
I'm comfortable in ambiguity. I work well with people. And I stay until the system is working — not just designed.
I am a Chartered Accountant (South Africa), a globally recognised business leadership designation that demands integrated strength in accounting, assurance, tax, corporate finance and strategic thinking — consistently ranked among the world's most trusted chartered accountancy qualifications. I am also an IoD member who builds healthy, scalable businesses by joining the dots between finance, operations and people.
My foundation in PwC audit and governance gives me the ability to see risk, controls, and reporting clearly; my later COO-style work in fintech and industrial businesses taught me how to apply that rigor in messy, high-growth environments.
Across growth-stage and founder-led companies, I specialise in turning financial insight into operational action and people alignment. That has included architecting a SaaS-to-marketplace pivot at a Category 2 FSP that facilitated roughly R200m in customer transaction flow, and building a new cross-border tech branch to around $500k ARR instead of keeping finance and commercial work in separate silos.
I work best where there is ambiguity: unclear ownership, weak forecasting, or teams that don't yet share a common plan. I step into that gap to connect P&L, capacity, and headcount, redesign rhythms of execution, and build the dashboards, rituals, and governance that keep everyone honest. I care as much about the quality of decision-making and culture as I do about the numbers, because poor people systems always show up in financial results.
My experience spans manufacturing operations and capacity planning, post-merger integration, fintech ecosystems, HR transformation, and governance work at both board and management levels. I'm not a slide-deck advisor; I prefer to work alongside leadership teams and line managers, translating financial and operational objectives into clear roles, processes, and behaviours.
The common thread is a belief that you can have discipline and humanity at the same time. I bring corporate-grade risk and reporting discipline into fast-moving environments, while building teams that understand the "why" behind the plan and feel trusted to execute it.
If you're leading a business that needs an executive who can hold finance, operations, and people in one frame — whether as COO-style leadership, fin-ops-people head, or CEO-adjacent partner — I'm open to a conversation.
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