How much cash will your company have in eight months? If the answer takes more than five minutes, we're the right people.
Get in touchStrategic financial leadership that replaces a full-time CFO.
Typically monthly close and management reporting · budget and forecast · a 12-month cash model · financial advice
Which products and customers actually make money — and what the price list should say.
Typically a product costing model · margin by product, customer and channel · a price list rebuilt on real costs
One place where the numbers agree, updating itself — without anyone rebuilding a spreadsheet each month.
Typically Power BI built straight onto your accounting system or ERP · automated monthly refresh · the reporting logic documented and handed over
Working capital, an investment loan or a higher credit limit — an application prepared the way the bank reads it.
Typically a 12-month cash forecast and scenarios · the loan application package · working capital and limit calculations · with you at the bank meetings
Restructuring when the business needs a new shape — and the numbers behind the plan.
Typically right-sizing · carve-outs · reorganisation · currency and working capital risk
Ingvar is a finance leader and analyst whose background runs from corporate banking to financial management.
With a degree in international business administration and years of experience behind him, Ingvar works as a strategic finance partner to companies. He helps managers understand where the company financially stands, improve cash flow and pricing, and make decisions on structured data — through Power BI dashboards, for example.
At Grow Finance he provided financial management services to clients, built Power BI dashboards and helped raise capital. His earlier background includes financial controlling at Azolver and six years in corporate banking at Bigbank.
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Anti is a finance leader who has worked both in international groups and in fast-growing companies.
He has led large-scale transformation projects: building finance organisations, modernising organisational structure, carrying out carve-outs, and introducing data-driven management where decisions rest on day-to-day performance information.
His expertise covers financial planning and analysis, controlling, finance system implementations, and tax and transfer pricing.
He has worked as a finance lead at the international cruise company Hurtigruten and at the growth company ÖÖD mirror houses, led the controlling department at Azolver and Fujitsu's Nordic FP&A team, and worked in tax advisory at KPMG and tax audit at the Estonian Tax and Customs Board.
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