The short version
I started in Big4 audit at EY — nearly ten years across Riga, London, and Paris, focused on banking and manufacturing. Then a decade as CFO and COO inside large operational companies: a municipal utility with €345M in assets, a Norwegian-owned food producer, and a private-equity-owned vending and coffee services group across three Baltic countries, where I helped grow revenue from €10M to €30M, led four M&A integrations, and drove a digital transformation that lifted operational efficiency by 50%.
Since 2021, I've applied that experience where I think it matters most: founder-led companies that have outgrown informal finance but aren't ready for a full-time CFO. Most companies this size don't need a full-time CFO — but they need the function far more than they realize. That's the gap I fill: senior financial leadership, sized to what the business actually needs right now — hands-on, on-site when it matters, and always building systems designed to eventually run without me.
- 2021 — nowFractional CFO/COO — founder-led companies in manufacturing, forestry services, SaaS, and construction, in Latvia and internationally
- 2023CFO, modular construction company — financial strategy and stakeholder relations through a demanding turnaround period
- 2017 — 2021CFO, then COO — PE-owned vending & coffee services group, 3 countries, 300 employees, €40M consolidated turnover
- 2014 — 2017CFO — Orkla Foods Latvija (Norwegian-owned food production, €25M turnover); CFO — Rīgas ūdens (€345M assets)
- 2004 — 2014EY (Big4) — audit consultant to senior audit manager, Riga · London · Paris