I work as a fractional CFO, helping SMEs in Switzerland with the financial issues that go beyond bookkeeping but don't justify a full-time hire.
Before establishing Helvetic CFO, I was the first CFO of a logistics group, where I scaled the business from zero to $165M revenue across two business units, both sold to strategic buyers in 2023, including DP World.
This is the experience behind the practice: building the finance function from scratch, scaling it through growth, and getting the company ready for sale.
My career started at KPMG, then moved into industry - Schlumberger, then CFO roles in chemicals across UK, Austria, and Russia, and finally logistics and infrastructure.
The work covered FP&A, treasury, financing, M&A, investor reporting, and post-deal integration - across logistics, real estate, infrastructure, manufacturing, and chemicals.
Qualifications: ACCA, Executive MBA from Stockholm School of Economics, IMD Strategic Finance Program.
How this experience applies
The financial situations I have worked through map directly to what SMEs in Switzerland deal with:
Foreign subsidiaries with finance operations in place - handled internally by a controller or externally by a fiduciaire - but no CFO-level partner for the General Manager. The role covers the decisions that sit above day-to-day controlling: investment cases, pricing, key contract negotiations, banking and audit relationships, and the financial dialogue with group headquarters.
Established SMEs preparing for a sale or succession. Getting the financials ready for due diligence, building the financial model, structuring the data room, and leading the financial side of the negotiation with buyers and their advisors.
Growth-stage companies raising capital from banks or investors. The work involves building the financial story, structuring the model, and handling negotiations in the language of credit committees and investment teams.
How I work
Embedded in the team
I work from inside the company - in management meetings, with the bank, with the auditors. The engagement is operational, not advisory.
Alongside existing advisors
Existing relationships with fiduciaires, auditors, and lawyers stay in place. My role complements them, not replaces them - and coordinating across them is part of my work.
Decisions, not deliverables
The work is to help management make and act on specific decisions. Models, reports, and analysis support that - they are not the output themselves.
Stronger than I found it
The goal of my engagements is to leave the company stronger than I found it - with better systems, clearer numbers, and readiness for the next financial milestone.
Let’s bring clarity to your financial decisions
If you are considering fractional CFO support, let’s start with a conversation.