After an acquisition or a growth spurt, finance often falls behind. As CFO, I bring your company or group back to one set of numbers everyone trusts, cash under control and financing in place for the next step.
Every entity reports in the same way. The conversation is about decisions, not about whose numbers are right.
You know what comes in, what goes out and where the margin is, six months ahead as well.
A file that holds up year after year, so the bank can back your next step.
Every acquired company brings its own software, its own definitions and its own numbers. Each number is right within its own company. Together they do not tell a story.
A building project or an acquisition. The bank wants to see a plan: when does the money come in, and what does the repayment do in a bad year?
Revenue is growing, profit is not. The accounts show what the company earns as a whole, not which client or project brings in the money, or which regions still have untapped potential.
I bridge strategy and execution: from setting the financial course with management to getting the monthly figures sharp.
One reporting across all entities, also after a merger or acquisition.
Numbers that show where the company can grow profitably.
No surprises on the bank account, and a strong file for the bank.
Reliable figures in the first week of the month, not the third.
As CFO in growing SMEs, and as interim manager or financial expert in larger groups.
Each acquired company had its own software and ways of working. As interim manager at Partena, I designed the management reporting framework and defined the data standards across the merged entities, as the link between the executive team and the board of directors, finance and IT.
As CFO in growing SMEs such as Innovative Beauty Solutions and Tides, I take on financial policy, P&L and liquidity planning. Margin is tracked per client, project and product line, so it is clear where the company can grow profitably.
As financial expert for the master plan of PC Sint-Amandus, I modelled the subsidies, structured the investment financing and built a long-term cash plan, up to and including the discussions with the banks.
What is revenue? What is a client? As long as there is no agreement on that, you are automating the confusion. Only after that does a dashboard make sense.
The head of a department knows the activity best. They make the plan, finance asks the hard questions. That turns a budget into a living agreement instead of a one-off table of figures.
Use AI where most of the work goes today, or where today's results are weakest. That is where it pays off fastest.
Financial data, payroll and bank connections are an attractive target today, and every new connection or AI tool is one more door. That makes security part of sound financial management. For this I work with NexBridge, which uses external penetration tests and ethical hacking to check how secure systems really are.
Go to nexbridge.be →I take on the financial leadership of your company or group, as a permanent member of the management team and for the long term.
Temporarily leading finance or a change programme, for example during the integration after an acquisition.
A financing file, an investment plan or the set-up of group reporting, from the analysis to the discussions with the bank.
I work through Equifin Consulting BV, in Flanders and Brussels, in Dutch, French and English.
I am Annelies Verburgt. I have worked in finance for more than 20 years, across services, industry and healthcare. I started as an analyst, led teams, and spent almost six years at the table with ministerial cabinets and authorities on behalf of the hospital sector.
That is where I learned that the best number loses to the clearest story. A number only counts when the other person understands what it changes for them.
That is why I communicate directly and clearly. No detours and no jargon: the owner and the management team need to know quickly where they stand and what is expected of them.
View my LinkedIn profile →I am happy to look with you at where finance stands today and what the next step requires.