Revenue isn’t cash flow. Growth isn’t profitability.
Most companies don’t have a revenue problem. They have a conversion problem — and it persists because finance and operations answer to different numbers.
- $470M+Enterprise value
- $220M+Free cash flow
- $5B+Revenue of platforms led
- 25+Years in executive finance and operations
- 5Countries under one governance model
Mid-market and owner-led organizations
Your organization outgrew its financial architecture.
Read more →PE-backed and cross-border mid-market
The Latin American operation the fund cannot see clearly.
Read more →E-2 franchise investors
Buying a US franchise, and the finances have to hold up twice.
Read more →
You have probably said one of these
- You don’t know which business line actually makes money.
- You can’t show your financials to a bank or an investor.
- Revenue is growing and cash is always tight.
Cash funds margin. Margin funds execution. Execution funds cash.
Three practice areas, one operator
Cash & Finance
Working capital, treasury, reporting and governance, investor and lender readiness, interim CFO.
Margin & Commercial
Category and client profitability, pricing architecture, should-cost and vendor negotiation, merchandising resets.
Operations & Supply Chain
S&OP, procurement, inventory, logistics and landed cost, warehousing and ERP, multi-country expansion.
Data and decision systems run through all three: BI architecture, forecasting and anomaly detection, ERP and automation. Grounded in an MIT Sloan executive program in AI strategy, completed 2026.
How an engagement runs
Diagnose, then lead, then transact. Most begin with the first thirty days.
- Days 1–30
Diagnose
The Financial Diagnostic: where the money goes, the real P&L by business line, and the three actions that move it.
- Days 31–60
Architecture
Governance, reporting, cash discipline and the working-capital levers, installed rather than recommended.
- Days 61–90
Execution
S&OP cadence, KPIs and accountability, tracked against the baseline the Diagnostic set.
If there are no actionable findings with demonstrable financial impact, there is no fee.
What this has looked like
Retail, five countries
More than $470M in enterprise value across twenty-seven initiatives, and a $220M working-capital programme, in a $5B, five-country platform.
Industrial distribution
A $100M+ platform turned around: net margin up 570 bps, return on assets up 1,230 bps, a $50M+ credit portfolio recovered, and a fiscal audit closed with zero findings.
Regional healthcare group
Days on hand cut by more than seventy, Big 4 audit findings down from 40+ to 6 in a year, Oracle ERP and shared services stood up across two countries.
Jaime Soria
CFO by title. COO by scope.
Twenty-five years of executive finance and operations across retail, industrial distribution, global manufacturing and healthcare distribution in Latin America. Every role carried direct operational accountability — supply chain, procurement, technology, shared services — assigned in writing, not inferred. He built the P&L from the commercial side before he transformed it from finance, which is why the two do not sit in separate heads.
- MIT Sloan Executive Program — Artificial Intelligence: Implications for Business Strategy (2026)
- MBA, INCAE Business School
- Bachelor of Science in Commercial Engineering, Economics & Business Administration
- PMP, Project Management Institute
Common questions
- Why fractional rather than a full-time hire?
- Because the work is not evenly distributed. A company at this scale needs senior financial judgment on perhaps fifteen decisions a month, not on five hundred. Hiring full time to cover fifteen decisions means paying for availability rather than for judgment. It also means hiring before you know what the role should be — which is the most common way the first CFO hire goes wrong.
- How does this work across countries?
- Remote-first from Panama City, on site when the mandate calls for it. Working hours overlap every US time zone and the European afternoon, so there is no day lost waiting for a reply. I have run finance and operations across five countries under one governance model; the distance is a logistics question, not a capability one.
- How does an engagement start?
- With a 30-minute call, then almost always with the Financial Diagnostic — days 1 to 30. It is deliberately a fixed scope: you get a complete view of where the money goes before either of us commits to anything longer. If there are no actionable findings with demonstrable financial impact, there is no fee.
- Do you replace our controller or our accountant?
- No, and the distinction matters. Your controller produces the numbers and is usually good at it. My work is the layer above: what the numbers mean, which decision they should change, and what has to be installed so the answer arrives before the decision does. Controllers generally welcome it, because it is the part of the job they were never resourced to do.
- What about confidentiality?
- A limited number of concurrent mandates, never two in the same competitive position. Written confidentiality terms in every engagement agreement. You will notice that the results on this site name three employers and anonymize a fourth — that is the standard applied to you as well.
- Do you work with European companies?
- With European groups that have operations or expansion plans in the Americas, and with European investors buying into the United States. The practice operates from Panama and serves the Americas; I do not run a European practice and would not claim one.
- What does it cost?
- Scoped after the first call. Not because of a pricing strategy, but because the honest answer depends on the shape of the work, and I would rather look at the business before quoting on it.