About Us
I work with specialists when projects need them—fractional CMOs, tech leads, M&A lawyers, supply chain ops. You don’t pay for a full team when you only need specific expertise. If a project requires marketing strategy or technical due diligence, I bring in people who’ve done it before.
Our Principal - Niklas Bernal
Scaling, Stabilising, Transforming - With Financial and Operational Clarity
Most finance problems aren’t tech problems—they’re process problems. Too many teams automate bad workflows and end up scaling the chaos. I fix the process first, then automate it. The result is a system that runs smoothly and scales without constant attention. No fads, no endless workshops. I work alongside your team, build what’s needed, train them to run it, and step out once it works.
Economist. Corporate Finance Specialist. Accountant. Director.
I studied economics to understand how businesses and markets really work. I began in investment banking but shifted to corporate finance after realizing I preferred fixing operations over modelling deals. I hold an MBA, am a CPA Australia member, and a graduate of the Australian Institute of Company Directors. At Marley Spoon, I served as COO & CFO and sat on the Australian board for three years, leading finance and operations across unit economics, board reporting, supply chain improvement, and post-merger integration.
Financial Planning & Analysis With Impact
FP&A only matters when it helps people make better decisions. I’ve led teams through business model pivots, cost transformations, and capital planning, and the pattern is clear: good FP&A explains what’s driving results and what levers to pull; bad FP&A just reports what already happened. I build FP&A systems that close fast, show real performance drivers, stay connected to source data, and get used by operators—not just finance. No overbuilt dashboards or broken forecasts. Just systems that work.
Accounting & Controlling Fundamentals Pave The Way
If your accounting is broken, everything else is too. Month-end shouldn’t take weeks, and reconciliations shouldn’t be guesswork. You can’t forecast properly if last month’s numbers aren’t ready until the 20th. I fix the basics: daily reconciliations, controls that catch errors early, close processes that finish fast, and systems that show real-time data instead of stale reports. Once accounting runs properly, FP&A and decision-making finally work.
The Whole Business, Not Just the Numbers
Models and reports only matter if people use them to make decisions. As COO, I learned finance’s job isn’t to build perfect spreadsheets—it’s to give teams information they can act on. That means helping sales understand unit economics, showing operations their real cost drivers, and building board packs that answer questions instead of creating new ones. A model no one uses is just noise. The goal is clarity, not complexity.
Let's Connect
Whether you’re growing, facing a challenge, or simply thinking through what’s next — we’re always open to a conversation. We work with businesses at all stages, and sometimes a quick chat can bring clarity or spark the right idea.