Value is created — or lost — in the decisions few people are in the room for.
I work with owners, boards and leadership teams at the moments that decide enterprise value: transactions, transitions, turnarounds and periods of financial stress. Thirty years across EMEA as Group CFO, COO, Chief Internal Auditor and independent board chair.
Independent board director · Strategic finance · Europe & North America
When I am usually called
An acquisition has closed, and the buyer does not yet know what they own.
Reporting arrives late and does not reconcile. Someone has to build the picture before the value case quietly erodes.
A sale is coming, and the numbers are not ready to withstand it.
Margin, working capital and reporting quality all get tested in diligence. The work to fix them takes longer than the process allows, unless it starts early.
The owner is stepping back, and there is no successor.
Decisions that used to sit in one head have to become a structure. This is where governance stops being a formality.
How I work
Value creation and profitability
Most businesses do not lack numbers. They lack the reading of them.
- Where margin is actually made and lost, by product, project, client and entity
- Cost and pricing discipline; working capital and cash conversion
- Profitability restoration and EBITDA improvement ahead of a transaction
- Realigning technology and operations to commercial objectives
Typical situations: stalled growth, negative EBITDA, preparation for sale.
Fractional and interim CFO
Not every company needs a full-time CFO. Every company needs CFO-grade judgement.
- Fractional CFO mandates alongside an existing finance team
- Interim CFO cover through transactions, transitions and crises
- Group finance architecture across multi-entity, multi-country structures
- Reporting and forecasting a board and a lender can rely on
Typical situations: scaling groups, owner-led businesses professionalising finance, PE portfolio companies after acquisition.
Board and governance
Boards are accountable for more than they can see.
- Independent board director and chair mandates
- Audit and risk committee leadership; committee set-up from inception
- Enterprise risk, internal control and financial reporting integrity
- Governance in state-owned, listed and PE-backed structures
Typical situations: new supervisory board formation, politically exposed environments, first-time audit committee.
Transactions and capital
Deals create value on paper. Governance decides whether it survives contact with reality.
- M&A oversight, due diligence governance and integration discipline
- Capital structuring and refinancing, including under distressed conditions
- Investment appraisal and governance of major capital programmes
Typical situations: cross-border acquisitions, refinancing under pressure, large infrastructure investment decisions.
AI and process automation
Automating a process that is not defined makes the problem faster, not smaller.
- Process first: how finance and reporting work actually flows, before any tool is chosen
- Automation of recurring finance work with AI: reporting, reconciliations, variance analysis, board packs
- Clear human accountability for every number the board relies on
- Board-level oversight of technology and AI infrastructure investment, including the decision to join LitAI, Lithuania's €130m national AI centre
Typical situations: finance teams buried in manual reporting, groups running several ERPs, boards asking where AI genuinely fits.
Engagement
- 01
Conversation. A confidential discussion of the situation. No pitch, no proposal.
Often begins with a fixed-scope diagnostic of two to four weeks.
- 02
Mandate. A clearly scoped engagement: board seat, committee role, fractional or interim CFO mandate, advisory retainer or defined project, with the outcome named up front.
- 03
Delivery. Senior-led throughout, direct communication, measurable results.
All engagements are handled in confidence.
Every mandate ends with a written handover report: what is done, what is not, and what comes next.
Selected outcomes
- 20+ entities
- Group finance built across five countries and ~5,000 employees, 2023–2025; consolidated reporting moved from day 25–30 to day 12–14
- 2×
- EBITDA doubled in a regional IT group through business and financial turnaround
- +13%
- Profitability improvement (~€2m a year) at a 6,000-employee manufacturing and retail group
- ~€200m
- Due diligence and post-merger integration led on a cross-border transaction, ranked by Mergermarket among the ten largest in the Baltics, 2006–2013
- €48m
- Infrastructure investment programme governed at board level, 2022–2025; revenue up 32%, dividends to the State up 2.3x
- 10/10
- Maximum score from the state Governance Coordination Centre for delivery of the 2025 strategic plan, at a critical infrastructure company I chaired
- 5 months
- Commercial viability of an FMCG business restored
- €5m
- Bond financing secured through a state support fund for a fund-owned construction group during COVID, with negative EBITDA
- 5
- Internal audit functions and audit committees established from inception — in insurance, an industrial and retail holding, a ~€1bn utility group, a €650m infrastructure group, and at a national electricity transmission operator.
Engagements are confidential. Figures describe outcomes, not clients.
About
Thirty years across EMEA, in Group CFO, COO, Chief Internal Auditor and independent board chair roles. Infrastructure, energy, technology, industrial, retail, construction and business services; state-owned, listed and privately held. My foundation is Big Four — KPMG — and the discipline stayed: I read a business through its numbers, and I have rarely found a business problem that the numbers did not describe first.
Served as independent chair of the board of a state-owned critical infrastructure and technology company, and as audit committee chair at a national electricity transmission operator. Certified board member of the Baltic Institute of Corporate Governance, an ecoDa member institute. Member of the Artificial Intelligence Association of Lithuania.
Based in Vilnius. Working across Europe and North America, in English, Lithuanian and Russian.
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