You get an operator, not a report factory.

Most of my career has been inside the operation, not adjacent to it — accountable for the numbers, not just advising on them. I've owned end-to-end supply chain and procurement across distribution and manufacturing operations in the region, which means I've made the decisions I now help clients make, and lived with the consequences.

Along the way I've built S&OP and IBP processes from the ground up, redesigned procurement from standard operating procedures through to ERP process logic, and worked the unglamorous machinery — ABC/XYZ segmentation, safety-stock and min/max modelling — that quietly decides whether service and cost actually hold.

My work on zero-based budgeting began on a large-scale transformation initiative at Beko Balkans — from process and governance design through to the first budgets built genuinely from zero, and the ownership discipline that keeps savings from leaking back. It's since become the core of how I help clients get their cost base under real control.