You’re growing. So why is the cash always tight?
That’s the headache I take off your plate. In your first 30 days you’ll see exactly which products and customers make money — and which quietly drain it — so your growth finally turns into cash in the bank, not more worry. One operator who runs the money and the operation, so you can stop guessing and get back to building.
- $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 company outgrew the way it's run.
Read more →PE-backed and cross-border mid-market
The Latin American operation the fund cannot see clearly.
Read more →Founders, scaleups & the funds behind them
The operator who scales you — and lands you on the other side, north or south.
Read more →
The questions that keep you up at night
- You cannot say, with certainty, which part of the business makes money — and which quietly drains it.
- A bank or an investor asks for your numbers, and it turns into a three-week scramble.
- You are selling more than ever, and somehow the cash is always tight.
Why your growth keeps eating your cash — and how we reverse it.
Everything that’s quietly leaking money — under one person.
Cash & Finance
Get a grip on cash, and make your numbers something a bank, a board or an investor will trust — reporting, controls and interim finance leadership when you need them.
Margin & Commercial
Find out which products and customers really make money, fix the pricing, and stop overpaying your suppliers.
Operations & Supply Chain
Tighten the whole operation — buying, inventory, delivery and the systems behind them — so it scales without breaking.
And where it genuinely moves the number, AI does the heavy lifting — it warns you before the problem, forecasts what’s coming, and builds the reports so you don’t. Grounded in an MIT Sloan executive program in AI strategy (2026).
At an inflection point?
A deal just closed, the CFO chair is empty, new owners want a plan, or you’re growing faster than the numbers can keep up.
What changes — and how fast.
It starts with the first thirty days, because that is where everything finally becomes visible. From there, we install, and we hold.
- Days 1–30
You see it
The Diagnostic: exactly where the money goes, which parts of the business earn and which quietly lose — and the three moves that change the picture.
- Days 31–60
You feel it
The fixes installed and running, not recommended in a report — cash under control, clean numbers, and the controls a growing business needs.
- Days 61–90
You keep it
A steady rhythm that holds after I step back — sales, operations and finance deciding together, and numbers that finally let you sleep.
If there are no actionable findings with demonstrable financial impact, there is no fee.
What this has looked like
Retail, five countries
A $5B, five-country retailer: more than $470M in value created across twenty-seven projects, and $220M of cash freed from the operation.
Industrial distribution
A struggling $100M distributor turned around — margins up sharply, more than $50M in overdue customer debt collected, and a tax audit closed with zero findings.
Regional healthcare group
A regional healthcare group: inventory cut by more than two months, findings in a Big 4 audit down from 40+ to 6 in a year, and new systems live across two countries.
Jaime Soria
Finance, operations and supply chain — in one head.
Twenty-five years running finance and operations across retail, industrial distribution, global manufacturing and healthcare distribution in Latin America. Every role carried real operational responsibility — supply chain, procurement, technology, shared services — assigned in writing, not just implied. He learned the business from the commercial side before he ran it from the finance seat, which is why, with him, the numbers and the operation never 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.
- Do you work in complex or regulated markets?
- Yes — as a finance and operations advisor working alongside your legal counsel, and only where the structure is lawful and documented. I prepare the counterparty and payment structure, the projections and the data room so they hold up to a bank or a regulator. I do not provide legal or regulatory advice; anything that needs a legal opinion is your counsel's call, and cross-border or regulated engagements are conditioned on that clearance first.
How I work
Demand first
I confirm there is a real need before I propose anything. No engagement that should not exist.
Lawful structure, always
Payments and counterparties are structured through legitimate, documented channels — never workarounds. Anything that carries legal weight is validated by qualified counsel before it is signed or executed.
Independence
If a deal, a counterparty or a market does not hold up, I say so — before it becomes your problem.
