Everything in every organization has a divide between how things are officially supposed to work and how they actually function. Most people learn to stop seeing it. I never did.
The pattern started early: at BX Financial Services, taking companies through stock exchange IPOs; as financial project manager on Attiki Odos, a €1 billion infrastructure build; and inside Moeller, a €1 billion global engineering company. Capital markets, rigor, and scale — before I ever walked into a Fortune 100.
Then I built two businesses from the ground up inside Fortune 100 companies — at Johnson & Johnson and at Brown-Forman, in two entirely different industries. Logistics, commercial operations, technology infrastructure, full SAP implementations where none existed, new product launches, and the commercial frameworks that got them to market. At Brown-Forman I found supply chain vulnerabilities headquarters had missed, took responsibility for the function, and ran it for four years. At Nike I uncovered a commercial credit framework operating without adequate controls and completely overhauled it.
Fifteen-plus years, three continents, six languages, teams of fifty, operations worth hundreds of millions — and it was never really about finance, whatever the titles said. It was about seeing organizations as systems: finding where they fail, and building what has to exist but doesn't yet.
Then I chose to bring all of it to the people who need it most — founders. And I became one myself: I built Nascence AI, a clinical intelligence platform, while advising companies like yours. No classical fractional advisor can offer what someone who has done all of it brings.
Everything on this path, brought into one practice — from saving founders double-digit percentages of equity and control, to building the infrastructure for exponential growth, to preparing companies for exit and sale. The whole company, one advisor.
CxO consultant across engagements in industrial, agricultural, consumer, and healthcare companies — operational transformation, fractional operations & CFO work, data infrastructure, KPI frameworks, forecast accuracy up 35% at a key engagement.
HQ reporting automation and EMEA business insights — turning fragmented regional data into the reporting infrastructure headquarters actually ran on.
Full financial, logistics, and commercial operations — built from the ground up and scaled. Central architect of the go-to-market transformation bringing Coca-Cola in as national distribution partner; exclusive commercial and marketing budget authority.
VP Operations & Finance. Restructured the entire commercial credit framework — new risk standards and approval controls where none existed — protecting the business from material losses.
Operations & Finance Director. Built the Vistakon regional division fully from scratch — logistics, customer support, IT, distributor network, commercial operations — with full SAP implementation. Led the pharmaceutical financial planning & analysis transformation, including building a shared services center for four divisions.
Inside a €1 billion global engineering company — large-scale operations, engineering rigor, and international scope.
Financial project manager on a €1 billion construction project — one of Europe's landmark infrastructure builds. Project finance, contractor economics, and delivery discipline at billion-euro scale.
Stock exchange IPO specialist — taking companies to the public markets. Listing readiness, capital markets mechanics, and what investor scrutiny really looks like from the inside. The same lens now applied to founders' fundraises and exits.
DRAFT PLACEHOLDER — Marina: tell me the story behind the name "Amivi" and what the firm stands for, and I'll write this section. The blueprint reserves this space for it.