ACA (ICAEW) · FCCA · SOCPA · CISI · CFA Level 1 Candidate
Fractional CFO · ERP Builder · Finance Automation
I run the finance and build the systems it runs on.
I'm an ex-PwC chartered accountant. I run finance for growing companies in Saudi and the region, and I build the ERP and automation that finance runs on. Bring me in fractional, interim, or for a one-off project. Either way you get proper CFO-level finance, plus the systems to scale it.
Most finance leaders stop at reading the numbers. I build the systems that produce them and take the manual work out of the process. IFRS-standard finance with real engineering behind it. Strategy and execution from the same seat: I set the direction, keep it under control, and stay hands-on until it ships.
Experience across
Finance leadership, the ERP it runs on, and the automation that removes the manual work. Fractional, interim or fixed-scope, in Riyadh and across the GCC.
Founders, family groups and private-equity-backed companies that want a real CFO without a full-time hire.
Groups that have outgrown spreadsheets and disconnected tools and need one governed platform.
Finance teams losing hours to manual, error-prone, repetitive work.
Internal tools, dashboards and MVPs on a modern stack. Bilingual EN/AR, security-audited, senior review on everything that ships.
Fixed-scope build · prototype sprintSystematic tooling, dashboards and risk frameworks for GCC and international markets, built on deep hands-on PSX experience.
Build / consultTools, systems and analysis only. Not personalised investment advice or managing money for you.
Clear scope, weekly visibility, and a clean handover.
A short call, free, to understand the problem, whether it's cash, controls, a system or a raise. If I'm not the right person for it, I'll say so and point you at who is.
A clear proposal: the outcomes, the workstream, the timeline and how we'll work. No open-ended retainers.
I run the finance work and govern the build while engineers execute. You get weekly visibility, with controls built in as we go.
Documented, controlled and owned by your team, with ongoing fractional support if you want it.
The clearest proof of all this. I designed and built a company-wide operating system for DNA Studio, and it replaced a mess of spreadsheets with one governed platform.
Multi-company from the ground up, with approval workflows, separation of duties, audit logging and per-company data isolation. The control environment an external audit or investor diligence expects to find.
GL, invoices, payments, VAT, AR/AP and reporting, all anchored to an ERPNext general ledger. I bought the core and built the edge, rather than over-engineering the whole thing from scratch.
Salary runs, GOSI, end-of-service, leave, loans and attendance, so the Saudi statutory side is fully digitised. There's also a deal pipeline and full employee self-service.
An in-app copilot, an MCP server for safe AI access, and AI for document and OCR extraction, GL categorisation and anomaly detection.
Built on Next.js 14, Prisma and PostgreSQL, with a security audit and a CI guardrail against insecure code. I built it, but I don't own it: the platform is the employer's IP.
A logistics group wanted institutional capital, but nothing about the numbers was investor-grade. No defensible valuation, no long-range model, no data room.
I owned the valuation and the 5-year model, built the business plan and investor materials, presented alongside the leadership, and coordinated diligence from our side while EY ran it.
A PKR 1.2 billion (about US$8M) Series A closed on numbers that held up under a Big 4 review, with operational KPIs wired into financial planning off the back of the model.
A developer was running 12 large projects on disconnected spreadsheets. Budgets, project cash flows and cost controls all lived in different places, and the banks wanted better visibility before extending more credit.
I set up FP&A and core finance across all 12 projects, drove the move to SAP, put Power BI dashboards on top for real-time visibility, and arranged the term loans, revolving credit and working-capital lines behind them.
One control environment across every project, bank financing in place, and management reading live numbers instead of month-old spreadsheets.
A multi-site FMCG group of 4 factories and 6 depots needed reporting, tax compliance and treasury run to the standard its size demanded, and a lot of cash was sitting idle.
I owned financial reporting, tax and treasury, built the cash-flow and liquidity-planning tools, ran product costing and profitability analysis, and managed a portfolio of T-Bills, PIBs, AMCs and term deposits.
Clean compliance across the group, liquidity planned rather than firefought, and a treasury portfolio earning its keep on cash that used to do nothing.
One short call. Tell me the problem and I'll give you the shortest path to fixing it, and a straight number.
Composite scenarios drawn from real engagements. Named references are available on request.
A finance function and the system it runs on, rebuilt at the same time. From spreadsheet chaos to audit-ready in a few months.
A full Series A workstream: the model, the data room and the diligence. Investors engaged because the numbers held up.
Finance leadership and software architecture from the same person. Scoped, governed, and shipped into daily use.
Fractional / interim / project · start within ~30 days
Based inRiyadh, Saudi Arabia
About ten years across audit, FP&A, corporate finance and shared-services leadership, starting at PwC. These days I'm Head of Finance and Shared Services (finance, HR and IT) for a studio group in Riyadh.
The less usual part is the second half. I don't only run finance, I build the systems and automation it depends on. Solid IFRS foundations, hands-on engineering, and a habit of actually shipping things.
Institute of Chartered Accountants in England & Wales (ICAEW), UK
Association of Chartered Certified Accountants (ACCA), UK
Saudi Organization for Chartered & Professional Accountants, KSA
Chartered Institute for Securities & Investment, UK
CFA Institute
(Hons) Applied Accounting, Oxford Brookes University, UK
DNA Studio
ALMA Group
ZEM Group of Companies
Murree Brewery Co. Ltd
Secure Logistics Group
PricewaterhouseCoopers (PwC)
All three. Fractional is a few days a month on an ongoing basis, interim is full-time for a fixed term, and a project is a fixed-scope build or raise. We pick whatever fits the problem.
Fractional work is a fixed monthly fee for an agreed number of days, so you can budget it. Interim is a market day rate for a fixed term. Builds and raises are a fixed quote once I've scoped the problem. Every engagement starts with a scoped proposal, so you see the number and exactly what it covers before you commit to anything. No open-ended retainers.
I'm already in Riyadh, so there's no relocation or visa wait. I can usually start a new engagement within about 30 days.
Both. I'm in the Kingdom for on-site work across the GCC, and happy to deliver remotely. Whatever the engagement needs.
You do. I scope, architect and govern, engineers build, and the IP and the running system are yours, documented and handed over.
Yes. Tax sits inside the core work, not beside it: registrations and filings, provisions in the accounts, ZATCA e-invoicing readiness, and planning ahead of deadlines rather than reacting to them. My background covers tax compliance ownership for multi-site groups and tax planning across large project portfolios.
Yes. Family groups and family offices are a large part of my work, and private-equity-backed companies bring me in as a part-time CFO between raises or through transitions. Board packs, lender reporting and diligence-ready numbers are the usual asks.
Media and entertainment, real estate, manufacturing, FMCG and logistics. I also work with family groups preparing for institutional capital.
Fractional CFO, an ERP or automation build, a product, or markets tooling. One message is enough to start.
