What kind of projects do you lead?

ERP and close-tool implementations, migrations, reconciliation redesign, process standardisation across entities, and control remediation ahead of audit or scale.

Do you run the project or advise on it?

I run it — scope, design, stakeholder alignment, testing, cut-over and hand-over — while remaining accountable for the accounting outcome, not only the plan.

How do you work with engineering and product teams?

Directly. Most finance projects at volume are data problems, so the requirements are written in a form engineers can build against and tested against real transaction data.

How long does a typical project run?

Three to nine months depending on scope, with the first measurable improvement usually landing inside the first close cycle rather than at the end.

What do we get at hand-over?

A working process, documentation, trained owners inside your team, and a short list of what to improve next — not a slide deck.

Finance project controllership

Someone senior to own the finance project end to end.

Most finance projects don't fail on technology — they fail because nobody owns the accounting, the controls and the stakeholders at the same time. I lead accounting and finance transformation projects in high-volume, multi-entity environments: systems implementations, close redesign, standardisation and automation, delivered with the balance sheet intact.

Book a diagnostic

The background

Built in a global, high-volume finance operation.

Day to day I lead projects accounting for a global online travel platform, running a small team and partnering with finance, FinTech and finance-systems stakeholders on initiatives with cross-functional impact. That means large materiality, real transaction volumes, strict close calendars and audit scrutiny — the environment where process discipline either exists or the numbers break. Cagni Finance & Advisory brings that same discipline to businesses that need it for a specific project.

What's in scope

The work a finance project controller owns.

Accounting projects with cross-functional impact — finance, FinTech, engineering and systems teams
ERP, close and reconciliation tool implementations, migrations and post-go-live stabilisation
Process standardisation, documentation and continuous improvement across accounting operations
Balance sheet integrity, account ownership and control design in high-volume environments
Month-end close redesign: shortening the timeline without losing control quality
Stakeholder alignment and reporting to management, global finance and audit

How a project runs

Four phases, one owner.

Diagnose & scope

Map the current process, data flows and pain points. Agree the problem, success criteria and materiality before touching anything.

Design & align

Design the target process, controls and system setup. Align finance, engineering and audit stakeholders on one plan.

Execute & test

Build, migrate and test in parallel with live operations. Reconcile before and after; no surprises at cut-over.

Stabilise & hand over

Documentation, training and a defined owner. The project ends when your team runs it without me.

Capabilities

What comes with the role.

Financial & management reporting

Reporting under IFRS, US GAAP and Dutch GAAP, with the analytics business partners actually use.

Balance sheet integrity & compliance

Account ownership, substantiation, reconciliation quality and SOx-aligned controls.

Process improvement & automation

Removing manual steps with standardised procedures, tooling and AI-assisted workflows.

Project & change leadership

Scoping, planning, testing and landing change across multiple teams and functions.

Stakeholder partnership

Translating between finance, product and engineering so decisions get made and hold.

Team leadership & coaching

Leading and developing accounting teams; building the capability to run it after handover.

Who this is for

Five situations where this pays for itself.

Marketplaces & travel / e-commerce platforms

High transaction volumes, settlement and payout complexity, and revenue data that lives outside the ledger.

Scale-ups implementing or migrating an ERP

You need someone who owns the finance side of the project — not just a consultant configuring software.

Shared service & finance centres

Standardising processes across entities and countries, with automation that survives staff turnover.

Companies preparing for audit or expansion

First statutory audit, new entity, or a control environment that has to grow up quickly.

Finance teams needing an interim project lead

One specific initiative, a defined timeline, and a senior owner accountable for delivery.

FAQ

Questions I get asked

What kind of projects do you lead?: ERP and close-tool implementations, migrations, reconciliation redesign, process standardisation across entities, and control remediation ahead of audit or scale.
Do you run the project or advise on it?: I run it — scope, design, stakeholder alignment, testing, cut-over and hand-over — while remaining accountable for the accounting outcome, not only the plan.
How do you work with engineering and product teams?: Directly. Most finance projects at volume are data problems, so the requirements are written in a form engineers can build against and tested against real transaction data.
How long does a typical project run?: Three to nine months depending on scope, with the first measurable improvement usually landing inside the first close cycle rather than at the end.
What do we get at hand-over?: A working process, documentation, trained owners inside your team, and a short list of what to improve next — not a slide deck.

Start here

Have a finance project that needs an owner?

30-minute call to scope the problem, the stakeholders and the realistic timeline. You'll leave with a view on sequencing even if we never work together.

Prefer a call?

30 minutes, no obligation. Bring your close timeline and top pain points.

Book a diagnostic call

allan@cagni.nl