This is where I share what I have learned from twenty years of working at the intersection of finance, technology and leadership, across fintech, payments and international growth environments.
The writing is intended for founders, CEOs, CFOs and boards navigating the same kinds of decisions I have lived through: scaling, M&A, governance under pressure, building finance organizations that hold up, and translating financial complexity into strategic clarity.
Articles will appear here in English. Concise, practical, and rooted in real situations, not in theory.
Across multiple cross-border acquisitions and a joint venture held together through three CEO transitions, I learned that M&A value is rarely won at the negotiating table. It is won, or lost, in the long integration that follows, and that is a leadership problem far more than a process one. A personal account of what I have seen actually decide a deal.
Read article →A Big Four firm has built a unit to rebuild finance around AI agents, and the headlines read like the CFO is being automated away. Having spent a decade inside that firm and run finance functions ever since, I take a more precise view: AI will take over a large, real part of the work — the close, reconciliations, reporting, procurement — but not judgment, trust, accountability or the ability to see the whole system. And it hands the CFO something new to govern.
Read article →When companies grow fast, everyone watches the numbers. Yet the first thing to break is rarely financial. It is the architecture of decision-making, and it usually traces back to a founder who never redesigned how the organization decides. The balance sheet is a lagging indicator of a leadership problem.
Read article →Governance has a branding problem: in fast-growing companies it is seen as a brake. Yet the organizations that benefit most are often the ones that resist it the longest. Good governance is not a control mechanism but a decision-making framework, and the strongest organizations treat it as infrastructure that lets entrepreneurship scale.
Read article →The role we still call “CFO” was shaped for a stable, predictable business. In fintech, payments and fast-scaling environments, finance leadership has to be far wider, sitting across finance, risk, technology and governance, and balancing risk and reward so investment actually creates value.
Read article →New writing will appear here through 2026. If you would like to be notified when articles are published, leave your details below.
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