I help boards and CEOs navigate high-stakes decisions with confidence, turning financial complexity into strategic clarity.

As a Chief Financial Officer with nearly two decades of expertise, I've worked across healthcare, aged care, NDIS, FMCG, mining, and global corporates. I've directly managed budgets exceeding $500M and led financial transformations that unlocked over $50M in savings.

My track record spans mergers, acquisitions, regulatory reform, and turnaround situations. I've secured $12M in government funding and built resilient, compliant organisations positioned for sustainable growth amid emerging regulatory and technological transformation.

Beyond the balance sheet, I translate financial expertise into action. I've authored five Amazon-published books, including Beyond the Numbers, NDIS Financial Management, Survive and Thrive - Cash Flow Strategies that Actually Work, The AI Playbook for the Practical CFO and Aged Care Reform 2025, that turn financial governance and strategy into practical executive playbooks. Through my blog (CFOInsights.blog) and speaking engagements, I share frameworks that bridge governance and growth, sparking industry conversations on resilience and innovation.

At the board level, I serve as Non-Executive Director and advisor, delivering financial governance, risk oversight, and strategic execution that empowers organisations to achieve their most ambitious goals.

What drives my approach:

1. Strategic partnership: I go beyond financial stewardship to unlock opportunity and co-create growth.
2. Clarity in complexity: I deliver actionable insights, even when uncertainty is high.
3. Governance with purpose: I fuse deep sector expertise with strategic leadership for lasting impact.

My focus now: partnering with boards and leadership teams that need transformative financial guidance where governance, growth, and purpose converge to create real value.

Let's connect if your organisation is ready for financial leadership that drives meaningful outcomes.

Steven Taylor

Sage Onf Automotive Interiors Chihuahua

•	Automotive textile start-up with Chinese and US capital (51% US / 49% Chinese).
•	Mission: Supported start-up operations by training the incoming Chinese Controller and executive team, establishing strategic financial controls, and improving operational cost visibility with focus on EBIT improvement.
•	Provided strategic financial insight and training in US GAAP and Mexican ledger practices, enabling the Chinese leadership to understand the full financial cycle and P&L impact.
•	Implemented monthly analysis of fixed/variable manufacturing variances, connecting operational KPIs (yield, scrap, labor rates) directly to EBIT performance.
•	Spearheaded capital spending control and introduced approval workflows for SERs, purchases, and expense reports aligned to ROI and cost containment.
•	Advised on customs and VAT recovery processes, ensuring compliance and accelerating tax returns to support working capital.
•	Enhanced management reporting cadence to track EBIT performance, implemented a cost analysis model for leadership decision-making, and initiated a roadmap to achieve EBIT uplift via lean practices and procurement control.

Interim Plant Controller

Financial Advisor in GLG. I also conduct advanced financial training workshops and sessions, covering financial tools and techniques such as dynamic Excel for Finance and data management via Power Query. These sessions are designed to arm finance professionals with the necessary skills to revolutionize their financial controlling operations. 

Key activities:

I conduct advanced financial training workshops and sessions, covering sophisticated financial tools and techniques such as dynamic Excel for Finance and data management via Power Query. These sessions are designed to arm finance professionals with the necessary skills to revolutionize their financial controlling operations.

My advisory services for organizations draw upon my extensive background as a Multisite Controller in manufacturing, with a keen focus on logistics and import & export operations.

Certifications and Expertise:

Under the mentorship of Carl Seidman, a renowned finance authority, I have earned several prestigious certifications, underscoring my commitment to remaining at the cutting edge of industry knowledge and expertise. My certifications from MAVEN include:
- FP&A Technical and Strategic Mastery - Driving Growth and Enhancing Value
- Dynamic Excel for Finance
- Managing Data for Finance with Power Query
- Additional MAVEN certifications: Thinking Like an Analyst, Power Query - Power Pivot - DAX, Pivot Tables Specialist, and Advanced MySQL.

Plant Controller with FP&A Advisory member

Electrotecnia Plus

San Luis Potosí-based construction company. Reporting directly to the Corporate Director, while managing two direct reports (Financial Analysts) on a temporary assignment. Spearheaded the creation of the Financial Planning department, implementing the Neodata ERP system and developing strategic financial analyses focused on budgeting, forecasting, and resource optimization.

KEY ACHIEVEMENT:
Spearheaded the implementation of Neodata from inception, tailoring the system to meet the company's specific needs for project management, cost control, budgeting, and feasibility analysis. This initiative led to a 25% increase in project management efficiency and a 20% reduction in cost overruns.

Controller and FP&A Manager

Wastequip

•	Waste Containers Manufacturing and Distribution (Maquiladora) in Acuña, Coahuila. A Company part of Wastequip (US Corporate). Rotomolding and Plastic Injection Manufacturing processes. IMMEX.
•	Reporting to the VP of Operations and VP of Finance for the Plastics Division, I led a team of 15 people, including 4 direct reports. Trained in Charlotte, NC. Reason for leaving: change at US Corporate Management.
•	Developed weekly cash flow forecasts based on AP/AR aging and payment trends, providing management with critical insights for cash management.
•	Financial planning, forecasting, budgeting and analysis, contributing to strategic decisions and maximizing profitability. Financial Statements according to US GAAP. Financial Analysis using ratios and EVA calculation.
•	Led project management, cross-functional teams, financial tracking, risk management, and CAPEX business cases.
•	Responsible for Import & Export. Implemented KPIs and procedures for Import and Export, improving Annex 24-C management. 
•	Consistently achieved timely month-end close, ensuring financial reporting was accurate and available by the 5th business day.
•	Developed and implemented key policies in Accounting, Finance, and Purchasing, strengthening internal controls, mitigating risks, and establishing a robust financial framework.
•	Managed inventory control procedures for raw, WIP, and finished goods, implementing cycle counting program, improved system for tracking, to improve accuracy and reduce inventory holding costs.
•	Standard Cost Accounting per product line, making a Price-Volume-Mix Analysis every month.
•	Identified and implemented cost-saving procedures, leveraging lean accounting principles to quantify cost implications of operational changes and drive efficiency improvements.
•	Led and served as the primary company representative for annual financial audits, providing comprehensive audit trail documentation and ensuring compliance with financial regulations.
•	Deputy SSC Manager.

Plant Controller and Director of Finance MX & US

JNM Group of Companies

•	Automotive Company with HQ in Canada. Metal-Stamping Manufacturing. Maquiladora. IMMEX. Reason for leaving: resignation. 
•	Led the financial START-UP of a new manufacturing facility in San Luis Potosí, building financial infrastructure from the ground up and establishing key financial processes, accounting systems, and internal controls in a greenfield environment.
•	Organized and hired the entire workforce for Financial, Accounting, Purchasing, IT, Import & Export, and Supply Chain areas, demonstrating leadership in quickly assembling and managing teams to achieve business objectives in a fast-paced startup situation.

Plant Controller

SiiX Corporation

Reporting to: Managing Director (President in México)
With 4 Direct reports: 1 Accounting Leader, 1 Human Resources Leader, 1 Indirect Buyer, 1 Import & Export Manager. Indirect reports: 10. Total team including myself: 15.
Responsible for: Month-end close with Financial Statements according to USGAAP. Budget preparation and monthly monitoring vs Actuals working with US and Japan. Establishment of internal controls according to Sarbanes-Oxley 404 rules. Development of Accounting, Finance, Procurement and HR Policies. Selected by SIIX Global President to present North America 2015 financial results and improvements in a meeting at Headquarter Office in Osaka, Japan. Responsible for Maquiladora entity in Mexico including Import & Export.
Main achievements, projects, and implementation:
-$500K cost saving per year. START-UP of SLP new facility. Financial, Accounting, HR, I&E and EHS areas were carried out by Shelter, and Supply Chain was part of my responsibility. The first assignment was to perform all these functions in-house ensuring 100% Business Continuity: target = one year, achievement = six months, eliminating $500k USD Shelter cost per year.
-I was key element to implement and standardize Global sourcing strategies. SIIX México was the first facility in America in 2014. Purchasing from the same suppliers in Asia had a significant additional cost mainly due to freight, plus import taxes. Some activities performed to be competitive: Commodities distinguished as “very critical for the process”: I compared cost, quality, supplier relationships, contract terms, and market trends; I implemented: value chain optimization working with the most important Customer at that time.
-Assigned as Champion to lead Oracle ERP implementation receiving training in Singapore and Indonesia. Implementation was successful.
-Implementation of hedge strategies to minimize Exchange rate fluctuation impact.

Finance and Administration Manager

Construcciones Rosval

San Luis Potosí-based construction company. Reported to the Director, managing six direct reports: Accounting Manager, HR Lead, Buyer, IT Coordinator, Payroll Specialist, and Receptionist, leading a team of seven. Responsibilities encompassed financial statement analysis, accounts receivable management, and oversight of accounts payable, internal controls, IT, HR, payroll, and treasury. Reason for leaving: resignation. Conducted strategic analyses of the company’s needs and defined clear objectives to achieve quantifiable results and increase profitability. 

Key achievement:

I redesigned the cost control system for construction projects, implementing key process improvements that reduced cost overruns by 15% and increased budget accuracy by 10%. This initiative translated to $700,000 USD in annual savings.

Yacht Company in Acapulco offering Tourist Cruises and Excursions

-Oversaw all aspects of finance, operations, sales, customer service, human resources, accounts receivable/payable, and treasury for a multi-unit hospitality business, including a leading yacht company that generated 80% of total company revenue, leading a diverse team and fostering a culture of accountability, collaboration, and customer-centricity.

Key Achievements:

-Rapid Advancement: Promoted from Assistant Manager to Operations and Administrative Director within three years (1998-2001), demonstrating exceptional leadership and business impact.

-Significant Revenue Contribution: Led the Yacht Company division, which consistently contributed 80% of the total revenue for the entire organization.

-Financial Performance Improvement: Achieved a 10% improvement in financial performance within the Nightclub division.

-Strategic Leadership: Successfully managed all aspects of a multi-faceted hospitality business, driving growth and profitability across multiple business units.

-Strong Financial Relationships: Established and maintained strong relationships with banking partners, securing and managing significant loan facilities.

Finance and Operations Manager, Sea Cruises - Acapulco

Plant Controller | Director of Finance | FP&A | MBA | master's in Finance | bachelor's in Administration | Manufacturing Business Partner | Financial Modeling | Automation | SQL | Power BI | I&E with Supply chain.

Results-driven Financial Controller with a proven track record of optimizing costs and improving efficiency in diverse industries, including Manufacturing, Construction, and Hospitality.  I bring 20+ years of experience leading teams and delivering significant cost savings.

My expertise includes standard cost accounting, advanced FP&A, and strategic CAPEX analysis using DCF models. I have a strong track record of process automation and US-based AR management.

Proficient in ERP systems, including MS Dynamics D365 (and trained in SAP B1/ECC). Experienced in internal/external auditing and compliance with US GAAP, IMMEX, IFRS, and SOX.

I'm passionate about improving operational efficiency through automation, developing others, and turnaround challenges. I'm seeking a challenging leadership role in a growth-oriented company. Connect with me to discuss how I can help your organization achieve its financial goals.

KEY ACHIEVEMENTS:

• Faced with slow cash flow due to high DSO, spearheaded billing process optimization with ERP D365, achieving a 10% DSO reduction (from 85 to 76 days), significantly improving cash flow and working capital. Company: Toter de México.

• Tasked with improving profitability, delivered $2 million USD in annual operating margin improvements by identifying and executing strategic cost reduction initiatives, including $1 million in plastic injection costs and $450K in steel costs, demonstrating a strong ability to drive substantial financial performance improvements through targeted cost management. Company: Toter de México

• Led the migration and implementation of ERP D365, resulting in a 66% reduction in billing team headcount. This strategic technology implementation significantly streamlined billing operations and reduced overhead expenses, improving overall efficiency. Company: Toter de México

• Implemented automated maximum and minimum stock level controls for indirect MRO expenses using Excel automation. This initiative optimized inventory management, reduced carrying costs, and improved operational efficiency in MRO procurement. Company: Toter de México

• Cost reduction leadership: Saved $500K USD annually by strategically eliminating Shelter services during a startup phase in San Luis Potosí. This decisive cost-saving measure was critical during the startup phase and demonstrated resourcefulness and financial acumen in a challenging environment. Company: SIIX EMS México

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