Wojciech S.Private profile: Upwork shows its earnings only to signed-in members, so we check it every few weeks, not daily. MRR here is a rough estimate (Upwork's six-month earnings ÷ months active). Last read Nov 5, 2026.

Interim/Fractional CFO, Transformation Leader (not afraid to get his "hands dirty" in order to deliver tasks and complete the mission). I KNOW HOW TO: - plan financial system migration, execute it and prototype required ETL tool/process to get data/transactions migrated from legacy systems to new one - if needed - how to efficiently execute post-merger migration/integration (across all financial processes: O2C, P2P, R2R) - support business process integration/automation (end-to-end) for financial processes (from Treasury through ERP to accounts reconciliation and DWH integration/utilization) - define (or improve) financial system implementation, taking into account business model for optimal setup of dimensions, master data, chart of accounts, workflows and system integration for seamless process/data transactional data flow - develop an integrated business plan for start-up, strategic realignment or restructuring - build complex (but simple to use) financial models/calculators for various purposes (from financial planning/forecasting/analysis, through data extraction/transformation to sales support in renewable energy project, eg. PV with sun radiation/energy usage production up to hourly accuracy and for any GPS location) - deploy operational excellence/continuous improvement mind-set - prepare and execute transformation/turn-around program as part of restructuring, sale preparation or performance improvement initiative - prepare for and M&A deal, assist in getting IPO-ready (incl. Investment Memorandum coordination and completion and tech-stack optimisation). KEY ACHIEVEMENTS: # End-to-end business process automation and financial systems integration for financial institution (fin-tech) based on Kyriba/NetSuite/ReconArt - with deployment/migration to BlackLine. # Five (5) System/Process Support Service Desks defined, launched and operated for London based fin-tech company with 1,5k+ employees (covering: Kyriba, NetSuite, ReconArt, FloQast, Bank Portals) - system administration, maintenance, user support, customizations, system migration and integration, deployment and training. # Administration and user support for Bloomberg, SWIFT.com, BlackLine, Solution7, Workiva, NSPB/PBCS, WorkDay SaaS deployments. # Year-end close process shortened to 45 calendar days (from 9+ months), Month-end close process shortened to 10 working days (from 20+). # Post-merger integration: Business and Accounting processes standardized for acquired assets (companies) for completion of full (end-to-end) business process and system migration from legacy setup (incl. O2C, R2R, P2P and banking/treasury) to Shared Service Center (run on NetSuite) - in 30 to 90 days per project (migration projects complexity was from single entity to group of 86 entities located worldwide # Taking over Head of Treasury duties in under 3 weeks for PE-held group of 175+ entities at the time of handover was completed (the Group was completing on average 1 new acquisition per week). # Shared Service Center launched for Shipyard Group with deployment of Group ERP (Dynamics AX) across all 3 shipyards in 12 months. # 3 IPOs (New Connect) and one private placement successfully delivered. Under private placement 70% of stock-holders voted for the new strategy defined, 100% of stock-holders present during Stockholders Meeting voted for the new strategy. # “Polskie LNG” medium-term strategy defined in just over 3 weeks. The Strategy was accepted by the Supervisory Board and approved by the General Meeting of Shareholders. # LPG Terminal transloading volume increased from 18 metric tons/month to 18 000 metric tons/month in under 3 months as part of distressed asset turnaround and performance improvement project (as part of pre-sale transformation and value increase). # Group Program Management Office established (managing at peak 1 800 projects and initiatives). # Group OPEX optimized (cost base reduced by 1 billion USD) with EBITDA margin defended as part of 3-year business process transformation program (with headcount reduction from 75k to 25k employees). # Group CAPEX spend sustainably reduced by 50% (down to 1 billion USD) with growth targets (network deployment) unimpacted – as part of 2-year optimization program. # Group Financial Strategic Planning process defined and implemented (for 3-, 5- and 10-year plans incl. Group Consolidated Financial Statements prepared under PAS, IFRS, US GAAP, FT GAAP) in under 3 months (with handover to Finance after 18 months of fine-tuning). # Support function and business processes (Finance, Accounting, Administration, Human Resources and Payroll, Legal) defined, teams established, ERP implemented while organization (internet start-up) was grown from 5 employees to over 1 500 employees in under 15 months. # Group consolidated reporting re-enabled with new accounting Team setup in under 2 months. # Securing revolving financing facility (USD 4M) for grains export program in just 2 days.