The work, in plain language.

I built monthly P&L, balance-sheet and cash-flow reporting so the leadership team could see the business beyond the statutory accounts.

I ran a weekly liquidity view and used it to make real spending and timing decisions, including through the disruption of COVID.

I maintained product-margin calculations and used them in pricing and product decisions, alongside what customers were willing to pay.

I followed stock discrepancies into warehouse and production processes, then helped change the procedures behind the numbers.

I introduced ERP-level accounting and warehouse integration and connected operations data with finance reporting.

I worked on intercompany pricing questions across Latvian, Finnish and US entities, alongside the reporting and physical movement of goods.

I dealt with practical VAT and import-customs questions in an international product business. For a legal opinion, the right local specialist belongs in the room.

I worked with Shopify and OpenCart processes, product data and the integrations around orders, inventory and finance.

At Catchbox, I built routines for supplier payments and customer-payment follow-up. At Wigiwama, I built a Shopify-based view of outstanding customer payments and clarified its limits where invoices came from a separate system.

I changed unreliable accounting partners in two jurisdictions and rebuilt a workable reporting relationship with their replacements.

I linked budgets with team goals and a regular management rhythm rather than treating the annual exercise as a finished plan.

I worked across inventory, cash reporting, customer payments and purchasing decisions, so growth could be discussed in cash terms.

I secured and administered public support for product development, travel, learning and crisis relief.

In earlier manufacturing roles, I worked on bank and EU financing for capacity and factory modernisation.

During COVID I worked through liquidity, costs and difficult operational decisions while the company's market changed abruptly.

I built useful scripts and Zapier and HubSpot automations around reporting and day-to-day workflows. I like tools that people keep using.

I worked with April Dunford's positioning approach to sharpen why Catchbox was different, then tested that story against customer conversations.

I built and revised product pitches through customer visits, roadshows and the uncomfortable process of seeing which explanation actually landed.

I went to customer sites, listened to how products were used and brought what I learned back into positioning, product and sales decisions.

I led several substantial pricing changes by putting product economics beside customer value and competitive alternatives.

I coordinated launches across proposition, price, sales materials, customer communication and e-commerce, including a launch with a delayed online flow.

I helped bring an extended-warranty proposition to market, from commercial logic through launch.

With functional leaders, I introduced a clearer pipeline and forecasting cadence, so deal quality and next actions were visible.

I helped turn one-off university sales into a more repeatable account approach, with better follow-up and a clearer understanding of the institution.

I reworked show targeting, pre-show outreach, booth outsourcing and lead follow-up rather than treating the event as its own success metric.

I have built booths, worked the stand, spoken for the company, met customers and partners, and dealt with the practical surprises around events.

I built relationships with education and professional-AV communities, starting with direct outreach and keeping the relationship useful beyond an event.

I worked with integrators and other channel partners across Europe, the UK and US on market access, pricing and the sales narrative.

When live events collapsed, I helped refocus commercial effort on higher education and hybrid classrooms, then aligned the pitch and team around it.

I worked with CRM, campaign and web-analytics data to understand lead quality and improve follow-up, not simply report traffic.

I led Sales, Marketing, Customer Success and Support together, bringing their goals, handovers and customer feedback into one commercial conversation.

I brought four commercial functions into one organisation with shared priorities, budgets, planning and clearer ownership.

I coached functional managers through regular one-to-ones, feedback, promotions and greater use of data in their own decisions.

I hired and developed people, handled difficult exits and stayed accountable for the effect those decisions had on the team.

I designed compensation schemes and linked commercial goals and incentives with the work teams could influence.

I served on the management board of a listed industrial company and have presented, challenged and defended plans at board level.

I trained an internal successor and handed over the CFO role after building the systems and routines around it.