Andrew ranked fifth at the 2017 Financial Modeling World Championships. He served as CFO for Latvia’s leading retailer for seven years, navigating the firm through the global financial crisis and executing a turnaround that led to profitability and international expansion. He went on to freelance consulting, growing his client base to 250+ in 17 countries. Andrew joined Toptal to work with clients on FP&A, financial modeling, and M&A.
Grew the client base from zero to 285 companies in 17 countries.
Managed a team that created an automated Excel-based budget planning and performance report system for a multinational company with sales of over $100 million in 16 countries and six different currencies.
Assisted a wholesale company to increase its net profits by 102% by analyzing the product group's profitability and recommending changes to the product mix and employee motivation system.
Created financial projections and a business plan for an ice-hall construction project and later raised 2.5 million EUR of long-term bank financing for the company.
Organized a tender between commercial banks for a client, lowering an interest rate from 8% to 2.9% per annum and saving the client ~$100,000 per year in interest payments.
Created inventory forecast models for companies in industries such as medical wholesale, vet wholesale, agriculture, jewelry retail, and construction material wholesale.
Led a team of analysts that developed financial models for SaaS companies. Recent examples that are successfully operating are GarageHive (GarageHive.co.uk) and Appotime (appotime.com).
Created a set of interconnected financial models for an investment firm: (1) a fund-level financial model for a $200 million investment fund and (2) a firm-level model for the investment company managing four different investment funds.
Organized an additional training session in budget planning for members of the Latvian Chamber of Commerce because the main event was sold out.
Attracted a full house during a training session on financial modeling techniques in the corporate budgeting process during the Global Training Camp in New York, USA (December 2017).
Developed and presented a private, on-site training session on financial modeling for a client in Qatar.
Focus areas: Financial Training
CEO | CFO
2007 - 2009
Led the group's management team located in three countries. The team had ten direct subordinates and 100+ indirect subordinates.
Expanded the company’s operations from 12 to 24 stores, more than doubling sales from 2007 to 2009.
Grew the company’s operations from the home country of Latvia to two other European countries (Estonia and Lithuania).
Secured bank financing of 2.3 million EUR and equity injections of 1 million EUR to fuel the expansion.
Developed a business turnaround plan that included tough cost-cutting in response to the financial crisis of 2008. By August 2009, the Grenardi Group was profitable again. The company came out of the turbulence much stronger and became the #2 player on the market.
Built a purchase order forecast financial model. The model categorized each store's inventory into 20-25 individual product groups (e.g., wedding rings, yellow gold bracelets, and silver rings) and allowed them to calculate the required purchase volumes in order to keep inventory turnover within the optimal range for each product group.
Grew the loan portfolio from zero to over 60 million EUR and the client portfolio from zero to more than 40 companies.
Performed a very thorough project evaluation and credit control, ensuring a 0% default rate for clients.
Won an internal competition for up-selling the largest number (200+) of pension plans to clients.
Analyzed, as a part of a larger team, the experience of other countries and potential risks, helping Swedbank to introduce a new credit product (long-term forest financing) to the industry that contributes as much as 5.2% of the country's GDP.
Focus areas: Bank Debt Raises
2002 - 2004
LMT Retail & Logistics (Formerly DT Mobile)
Promoted from a financial analyst role to the CFO role at the age of 21 after the company merged with its key competitor.
Developed the company’s budget and controlled its performance, ensuring an annual profit of more than 1 million EUR.
Led the company’s finance department consisting of five direct subordinates.
Developed and launched a new personnel motivation system for 300+ salespeople in the company.
Took an active part in organizing two M&A deals: coordinated preparation of all the necessary information for the deal modeling and due diligence processes; participated in negotiations with the sellers in one deal and the buyers in the other deal.