I work with founders, CEOs, leadership teams and boards to strengthen financial leadership, governance and decision-making — particularly in fintech, payments and other regulated, fast-scaling environments.
Each engagement is shaped around the stage of the organization and the decisions ahead. The focus is always the same: clarity, sound judgement, and decisions that hold up over time.
Senior financial leadership — embedded one to two days a week — for organizations not yet ready for a full-time CFO, or carrying a decision that needs experienced hands.
Independent perspective alongside the CEO, leadership team or board. Often during periods of growth, transformation or governance change — when the questions outpace the answers.
A confidential sounding board for CEOs and founders. Structured space for reflection on complex decisions, leadership challenges, and the pressure that comes with the role.
Guidance for ambitious professionals stepping into their first management or executive role. Offered at reduced rates — a mentor I would have valued early in my own career, now offered in the spirit of giving back.
Most engagements start mid-stream. The first task is to read the organization - its numbers, its people, its politics - and identify the few decisions that actually move the needle.
Strategy that ignores how work actually gets done has a short shelf life. I work in the space between the boardroom and the operating model, where most decisions either land or fall apart.
Periods of growth, transition or transformation amplify everything. Steady financial leadership, clear governance and consistent communication carry more weight than any single playbook.
An outside voice is most useful when it is informed, candid and unattached to internal dynamics. The aim is sharper thinking, not louder opinions.
Strong financial leadership should make decisions easier to make and easier to defend. That means transparency, sound judgement, and the discipline to slow down when the stakes are high.
An international finance executive and strategic advisor with more than twenty years of experience helping organizations navigate growth, complexity and transformation.
Throughout my career, I have worked closely with founders, CEOs, boards and leadership teams across fintech, payments and international growth environments — supporting organizations during periods of scaling, M&A, governance change and increasing operational complexity. Over the years, I have been professionally active across 13 countries, operating within diverse cultural, regulatory and leadership environments.
My work sits at the intersection of finance, strategy, technology and leadership. I help organizations strengthen decision-making, create operational clarity and build the structures required for sustainable growth and long-term value creation.
Over the past two decades, I have gained insight into more than 100 organizations across different sectors, leadership teams and growth stages. This broad exposure has given me a deep understanding of how leadership, culture, systems, governance and execution shape organizational success — and where businesses often struggle as complexity increases.
Having stepped into leadership roles at a relatively young age, I experienced several "firsts" throughout my career within large international organizations. Those experiences shaped my resilience, leadership style and ability to operate calmly within high-pressure and fast-changing environments.
Originally from Suriname, I moved to the Netherlands at the age of ten. Navigating new environments early in life taught me adaptability, perseverance and the importance of creating opportunities — not only for yourself, but also for others.
Today, I work with organizations and leaders who are looking for more than traditional finance leadership. Increasingly, businesses need leaders who can connect finance, strategy, technology, data and people — translating complexity into clarity, alignment and sustainable progress.
I increasingly believe the traditional definition of the "Chief Financial Officer" is becoming outdated. The role today extends far beyond finance alone — connecting strategy, technology, data, operations and leadership to drive sustainable growth and long-term value creation.
Or, as I often describe it:
Moving from Chief Financial Officer towards Chief Value Creator.
Additional governance & leadership roles include Foundation What Matters 2U (Chair, 2020 — 2024), Stop Ecocide (Financial Advisor, 2017 — 2018) and the PwC Works Council (Chair, 2014 — 2016) — first female chair.
More than 100 organizations, seen from the inside — across 13 countries, in finance, fintech and payments.
If you are weighing a decision, navigating change, or looking for an experienced perspective alongside your leadership team — share a few lines and we'll find a time to talk.
I'll get back to you within two business days, usually with a couple of times that work for an initial conversation.