Executive Finance · Control · Transformation
I build finance functions that turn complex operations into trusted decisions.
Senior finance leader with 15+ years across financial control, FP&A, IFRS reporting, governance and transformation in multi-entity, multi-currency environments — including nearly a decade in Dubai.
The value I create
Three capabilities that strengthen the entire finance organisation.
I do not treat reporting, operations and governance as separate disciplines. I connect them into one management system that makes performance visible, decisions faster and control stronger.
Control the numbers
Build reliable close, consolidation and reporting routines that management, auditors and boards can trust.
- IFRS and group reporting
- Multi-entity consolidation
- Internal controls and compliance
- Audit readiness and issue closure
Connect finance to operations
Translate commercial and operating drivers into forecasts, variance analysis and decision-ready executive narratives.
- Driver-based FP&A
- Budgeting and rolling forecasts
- Management reporting
- Strategic business partnering
Improve the operating system
Redesign processes, ERP workflows and governance cadence so finance discovers issues earlier and scales with the business.
- ERP and dashboard integration
- SOP and workflow design
- Control automation
- Finance-team leadership
H.I. finance leadership operating system
Move from transaction truth to board-level action.
A disciplined finance function does more than close accurately. It detects changes early, links them to operating drivers, challenges the assumptions and embeds the response into ownership and cadence.
Stabilise
Secure data integrity, cut-off discipline, reconciliations and control ownership.
Diagnose
Identify the operational and financial drivers behind the result.
Model
Translate drivers into scenarios, forecasts and capital implications.
Decide
Present the so-what, options, risks and recommended action.
Execute
Assign owners, deadlines, thresholds and cross-functional actions.
Embed
Institutionalise the learning through governance, systems and team cadence.
Executive Finance Data Lab
Meridian Container Lines: one composite company, one integrated CFO cycle.
This lab simulates the work I would perform for an international, multi-entity shipping and logistics group. It uses synthetic FY2026 management data informed by public industry benchmarks—never confidential employer or client information.
Meridian Container Lines
A fictional global container shipping and logistics group created to test an end-to-end finance leadership mandate in a complex, multi-entity and multi-currency operating environment.
A composite shipping and logistics group with regional operations, vessel activity, agency businesses, terminal interests and joint arrangements. It is not a real company and does not reproduce any employer's information.
Synthetic FY2026 P&L, budget and forecast data; volume and rate drivers; balance sheet and cash-flow schedules; entity, currency and consolidation views; IFRS review materials and management reporting outputs.
I act as the finance leader: validate the model, test reconciliations, diagnose performance, apply accounting judgement, prepare the executive narrative and translate findings into owners, deadlines and governance actions.
What changed? Why did it change? Is it market-driven or controllable? Is the accounting presentation right? What decision is required, who owns the response and how will Finance verify the outcome?
Why I created the Data Lab
Senior finance hiring should not rely only on titles, credentials or résumé bullet points. I created this laboratory so an employer can inspect how I structure a model, reconcile the numbers, challenge missing information, distinguish economic performance from accounting classification and convert analysis into an executive decision.
The purpose is not to present a polished dashboard in isolation. It is to demonstrate the complete reasoning chain behind the dashboard: the source data, the control checks, the operating drivers, the accounting judgement, the management implication and the follow-through required after the meeting.
May 2026 performance review: from variance to decision
A corrected executive view separates a $63.7M net-revenue miss from a distinct $0.9M credit-loss expense overrun. The total P&L impact is unchanged; what changes is the management story, accountability and action.
- Exact bridge from budget to actual
- IFRS 15 / IFRS 9 presentation correction
- Cross-functional actions for Commercial, Network, Customer Service and Credit Control
- Open questions for the CFO and Audit Committee
IFRS compliance and consolidation readiness
Prioritises the accounting gaps that would need correction before a management model could support statutory reporting.
Finance Function Leadership Playbook
Runs FP&A, Controllership, Tax and Treasury as one function with a shared close calendar, escalation logic and governance cadence.
Liquidity, covenant and FX command centre
Next module13-week cash visibility, working-capital levers, covenant headroom and downside funding actions.
Capital allocation, expansion and M&A screen
Next moduleNPV, IRR, ROIC, quality of earnings, valuation range, synergies, integration costs and board recommendation.
All portfolio artifacts use public or synthetic data only. Composite entities are used for illustration and are not real companies. I am committed to the highest standards of data privacy, confidentiality and professional independence. © Henny Irniawan.
Executive experience
International finance leadership across operations, governance and growth.
My career combines multinational operating finance, global shared services, board-level oversight and founder-level commercial experience.
BOURBON Offshore
- Accountability across EUR 80M+ annual CAPEX, EUR 150M+ annual OPEX and a nine-centre repair network.
- Concurrent finance leadership for a 30-vessel commercial fleet operation supporting 500 employees.
- Redesigned finance processes, ERP workflows, dashboards, goods-receipt controls and global payment mechanisms.
- Led UAE VAT implementation process design and supported five-year commercial and financial planning.
Board-level governance
Audit Committee and Risk Management & Investment Committee experience in a state-owned pension and social-insurance environment with assets exceeding USD 24B.
Commercial and venture leadership
Co-founded an education-technology venture, supporting financial planning, funding strategy, investor relations and partnerships; secured USD 100,000 pre-seed funding and reached 20,000+ students.
Credentials and systems
Technical credibility backed by operating experience.
Professional qualifications support the work; the differentiator is applying them in complex, cross-border operating environments.
Looking for a finance leader who can control, explain and improve the business?
For international opportunities in financial control, finance transformation, FP&A, governance or broader finance leadership, contact me directly.
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