Work With Me
Leaders need better financial conversations. Not more financial training.
Most Finance functions report on performance. Very few shape it.
90% of organisations fail to deliver their strategy.
Most organisations have the right strategy, but what they’re missing are the financial conversations that turn their strategy into decisions.
I work with boards, executives, finance leaders and their teams to close that gap.
Work With Me
There are three ways to work together, depending on where the gap is in your organisation:
Your leaders avoid financial conversations. Most senior and operational leaders weren’t trained to engage with financial performance – they were trained to deliver a functional task and manage people. That’s a fixable problem: Commercial Conversations Workshops
You’re a CFO (or manage one) who needs to do more than run the numbers. Influence, trust, and team performance – these aren’t trained. They’re built through experience. I work with CFOs 1:1 to accelerate what takes most people years to figure out on their own CFO Advisory.
Your finance team is capable but not influential. They know the numbers. The business doesn’t listen to them the way it should. I work with finance teams to identify the gap and close it. Finance Influence Workshops.
Why it Works
About Matthew
This isn’t theory.
It’s built on two decades in senior finance and executive roles and the last several years helping others close the gap.
I’ve led a $350M cost optimisation programme without cutting capability. Delivered 80%+ team engagement for a multi-site, geographically spread team of 170, against an organisation average of 65%. Pioneered New Zealand’s largest ESG finance programme at $8B+ and a three-time finalist for NZ CFO of the Year.
“The team and I loved the session, and I’ve already applied the learnings in my work. I’ve also seen the team engage more with our people metrics and with our company results – time well spent.” – GM Organisation Capability, large NZ organisation
A leader once told me they found finance really boring.
That stuck, not because it was unfair but because it was true of the way most leaders experience finance.
I have spent two decades as a CFO watching smart organisations make the same avoidable mistakes. Strategies that never became decisions.
Finance teams that reported everything and influenced nothing.
Leaders who avoided the numbers because nobody made them accessible.
90% of organisations fail to deliver their strategy. That’s not a finance problem. It’s a conversation problem.
If I can help close that gap even fractionally, through improved finance conversations, across enough organisations – the impact on performance, jobs and outcomes is enormous.
That’s why I do this work.
Not sure which is right for your organisation?