Finance function consulting

You built a real business. Your finance function didn't keep up.

You know the numbers aren't right. Month-end takes three weeks. Investors ask questions you can't answer on the spot. You're considering hiring a CFO — but honestly, you're not sure what a good one looks like.

I fix this. Not with frameworks. By actually building finance functions that work. I've done it for companies from €50M to €700M. Now I do it for founders like you.

Let's talk30 minutes, no pitch

25 yrs: Inside finance functions, running them — not advising from outside
€50M–€700M: Revenue range of companies whose finance I've built
20+: Countries and 50+ legal entities I manage today

Does this sound familiar?

You've read one of these before. Probably lived it.

01 / 04

You grew. Your finance setup didn't.

You started with one entity, one country, one accounting firm. Now you're in four countries with different rules, different currencies, different systems. Your finance “team” is two bookkeepers and an accountant who still reconciles bank statements by hand. Month-end takes three weeks — if it closes at all. You've been telling your board you'll “sort out finance” for two quarters now. They're losing patience.

You're not bad at business. You built the thing that generates €50M+ in revenue. You just never built the machine that tracks it. That's not your job. It's mine.

02 / 04

You raised money. Now they want real numbers.

You closed your round. Celebrated. Then the investors sent the reporting requirements. Consolidated P&L across all entities. Cash flow forecast on a 13-week rolling basis. Budget variance analysis. KPIs by business unit.

Your finance person looked at the list and went pale. You can't blame them — they were hired to do bookkeeping, not build an FP&A function. You need investor-grade reporting, and you need it before the next board meeting. That's eight weeks from now.

03 / 04

You hired a consulting firm. It's going exactly as you feared.

They sold the board a transformation project. Six figures. The pitch was convincing. Six months in, you have: 200 slides, a roadmap that stretches to 2028, and weekly workshops that exhaust your team. Your people are doing two jobs — the old one and the “transformation” one. The steering committee meetings feel like theater.

They speak a language you half-understand. You're not sure if the problem is the project, the firm, or you. It's none of those. You just need someone on your side of the table who's done this before.

04 / 04

You acquired a company. Now you have two of everything.

The deal made sense on paper. Synergies, market access, scale. But nobody thought about the finance integration. Now you have: two charts of accounts, two ERP systems, two sets of definitions for “revenue,” and zero consolidated reporting. The synergies you promised the board? You can't measure them — because you can't even agree what margin means across business units.

You need someone who's integrated finance functions before. Someone who knows that the technical part is the easy bit — the hard part is getting people to trust the same numbers.

How I help

Three ways — always starting with the truth.

Finance Health Check

I come in. I look at everything. I tell you what's actually wrong.

This is not an audit. Auditors check compliance. I check whether your finance function actually serves your business.

I spend two to three weeks inside your company. I talk to your finance team, your department heads, your CEO. I look at your processes, your systems, your reports. Then I give you a presentation — 15 slides, not 150 — that answers four questions:

What's working?
What's broken?
What do you fix first?
What should it cost?

Fixed price. No commitment beyond the diagnosis. You decide what to do next.

“I knew something was off. I just didn't have the words for it. Now I do.”

A founder, after the Health Check

I sit on your side of the table.

You hired a consulting firm. I make sure you get what you're paying for.

I join your steering committee. I review every deliverable before you sign off. I translate consultant-speak into decisions you can act on. I track the budget, the timeline, and the scope — and I tell you when any of them slip, before it becomes a crisis.

Think of me as your in-house expert who's been through this movie before and knows how it ends. I don't work for the consulting firm. I work for you.

€180K into a BIG4 project that had been “85% complete” for three months. I restructured the scope, renegotiated the timeline, and got it to actual completion in four months instead of twelve.

Client engagement

I build it. Then I hand you the keys.

You need a real finance function. Not a report about one.

I design your finance operating model. I build the processes, the reporting, the controls. If you need a team, I bring people I trust — professionals I've worked with, who know what “good” looks like. We run it alongside you until it's stable. Then we hand it to your permanent team and walk away.

This is for companies that have outgrown “startup finance” but aren't ready to hire a full senior finance team. You get an interim function built by people who've done this for companies ten times your size.

PE-backed consumer company, three recent acquisitions, no consolidated reporting, no FP&A, month-end took 18 days. We built the function in nine months. Month-end: five days. Handed it to their new permanent CFO.

Client engagement

Who you're working with

Pavlo Kripak

25 years inside finance functions — not advising them from the outside, but running them from the inside.

A major FMCG company: Finance Director
One of the biggest retail groups in my country: Led the finance transformation
A leading production company: Built the cost management framework

I didn't study how finance transformation works. I did it. When things went wrong, I was the one fixing them at 10 PM with the team.

I run a Financial Shared Service Centre for a global FMCG company in the European region: 20+ countries, 50+ legal entities, more than 80 people reported through me. Every day I managed the complexity you're starting to feel. The difference is: I've been doing it for more than two decades.

I created LYPKY because I kept seeing the same pattern. A founder builds a great business. The business outgrows its finance setup. The founder either ignores it until something breaks, or throws money at a big consulting firm and hopes for the best. Neither works. I started LYPKY to offer a third way: someone who's done it, working directly with the people who need it.

I work in English. My company is in Estonia. My clients are across the EU.

This is not for everyone

I'd rather tell you now than three months in.

I don't work with

companies that want a 200-slide deck to circulate internally
projects where the main deliverable is “alignment”
clients who aren't ready to hear what's actually broken

I work with founders and CEOs who

Know their finance function isn't right, even if they can't explain exactly why
Want someone who's done the work, not someone who's read the books
Prefer a 15-minute call over a 50-page proposal
Are ready to fix things, not just diagnose them forever

Let's talk

Thirty minutes. Tell me what's happening.

You've been meaning to “sort out finance” for six months. Or two years. Or since that board meeting where you couldn't answer the margin question.

I'll tell you if I can help. If I can't, I'll tell you who can.

30 minutes, no pitch

Book a call

Or email directly

Pavlo.Kripak@lypky.io