Practice
Setting up new ventures where nothing exists yet: the corporate and operating structure, the finance and administration function, banking and supplier relationships, internal processes and reporting, and the first business plan and budget. The output is a company that can be run and audited, not a folder of recommendations.
Advising management on funding requirements, financing alternatives, currency and tenor, and multi-year cash flow planning across the life of a project. For developments that draw down over years, the shape of the funding matters as much as its cost.
Supporting the negotiation of facilities with financial institutions, and maintaining those relationships through disbursement and repayment. Banks lend to companies they can read; a large part of this work is making the company legible.
Interim senior financial and operational management for companies that need the function but not yet a full-time hire — including organisational design and support through senior recruitment, so the role can eventually be handed over rather than vacated.
Sustainability roadmaps, environmental impact processes for master-planned developments, and green-building certification pathways including LEED and EDGE. Treated as a design and financing constraint from the start rather than a document produced at the end.
Sectors
Clients are privately held companies and project developers, principally in Uruguay. The common thread is a long build horizon and a balance sheet that has to hold together across it.
Often it is not the one that seemed obvious. Worth a conversation.
Mythosme.