CFO and Finance & Operations Executive with close to twenty years in complex B2B businesses. I have led growth, cash generation, ERP transformations, M&A and cross-functional teams. My work now centres on one question: how far data, automation and AI agents can raise operating capacity without the organisation growing in step with it.
I have spent close to twenty years across Finance and Operations, working on cash, working capital, ERP, M&A, governance and process transformation.
My remit widened steadily over that time — into Operations, Supply Chain, IT and quality — up to running four teams, fifteen people.
Three ERP transformations, the build-out of Business Intelligence, and some two years as Interim Group CIO across five European subsidiaries taught me to look past the numbers: at the systems, the data, and the decisions those numbers produce.
I now apply that experience to one question in particular: how automation and AI agents can raise a company's operating capacity without structure and complexity growing at the same rate.
Not a list of duties: the remits I actually carried, and what came out of them.
A remit that widened progressively from Finance into Operations, Supply Chain, IT, quality and governance.
Net financial position moved from roughly €5M of net debt to net cash. DSO reduced by around 30 days.
Three ERP transformations, and BI systems built first at country level and then across the group.
Interim Group CIO for some two years, accountable for five European subsidiaries.
Buy-side and sell-side transactions, with the board, bank and institutional stakeholder relationships that come with them.
Final accountability for 4 teams and 15 people.
Every tool starts from a process I ran myself, not from a technology I wanted to try. Two of them are published on the Microsoft Store.
A trade credit management system covering chasing and escalation, scoring, AI-assisted financial statement analysis, repayment plans, KPIs, open items and collections.
It is the process I would have wanted to have in place during the years I ran trade credit myself.
A personal system for strategic networking: contact tiering, follow-up planning, AI preparation for meetings, and calendar integration.
Twenty years of relationships with suppliers, banks, customers and colleagues do not belong in an address book. It is a portfolio, and it should be run like one.
Running personal wealth with the discipline of a corporate treasury: explicit buckets, a written policy, and an honest measure of how much of a result was skill and how much was luck.
Read the bookletApplications, agents and architectures with the technical detail that does not belong here: stack, design decisions, how they work inside.
Go to Fulcrum ConsulenzaIf you are looking for a CFO, if you have a process that will not scale, or if you simply want to discuss where AI holds up and where it does not — do get in touch.