Unleashing Full Potential of Your SaaS Company | Fractional FP&A and BI Data Science Consultant | Tech-Savvy Finance Leader | Data Ninja | Reporting Analytics FP&A | SaaS, FMCG & Logistics | Finance - Power BI - Tableau

If you're an ambitious founder, you probably:

→ Want to improve financial models

→ Struggle with optimizing your finance tech stack

→ Lack the time to enhance your financial strategies

→ Want to implement new financial software but don’t know how

→ Aim to prepare for successful fundraising rounds but need guidance

→ Seek to optimize your financial reporting but don’t know where to start

You might relate to all 7 of these points.

Or, You might just be struggling with 1.

Why does that matter?

Well, having a robust financial strategy is essential for growth.

And there's still a massive opportunity to maximize your revenue through specialized financial practices.

Don't believe me?

Here are 5 things that my employers have said my expertise helped them do:

1. To create awareness for potential investors and partners

2. To attract investment by optimizing their financial structures

3. To communicate their growth potential better to stakeholders

4. To streamline operations by implementing various financial software

5. To stand out from competitors through financial insights and strategy

Implementing these strategies can boost your revenue, growth, and financial performance.
But you don't have time for that…

You're too busy doing other stuff like,

I don't know, scaling your company.

So what happens now?
I'll take over your financial strategy for you.

I have helped dozens of companies in:

― Preparing them for fundraising rounds,
― Optimizing their finance tech stacks,
― Enhancing their financial models,
― And more.

And no, I don't mean providing:

→ Generic financial advice
→ One-size-fits-all strategies
→ Pointless number crunching

I mean ACTUAL tailored financial solutions.

Created by a real fractional CFO.

Who leverages industry insights, proven frameworks, and your company's unique needs to drive real growth.

So, which path you'll want to go:

A - Sit and do nothing, leaving your financial strategies to chance.

Or

B - Sit and do nothing while I optimize your financial strategy, prepare you for fundraising, and help you skyrocket your revenue.

I know you're shouting B inside you.

Let's map out strategies to streamline your financial operations and identify new avenues for growth and investment.

📌 Drop me a DM "Growth" or
📌 Click the link in my Featured Section

Aleksandar Stojanović, MSc.

How I’d create a cash flow forecast in under 20 minutes:  

(🆓 Free cash flow template included)  

♻️ Repost this to get the full walkthrough video too  

1. Understand your cash flow basics.  

• Start with your current cash balance.
• Include all expenses (e.g., rent, payroll).
• List all income sources (e.g., sales, loans).
• Factor in one-off payments like taxes or equipment purchases.

Your forecast should give you a clear view of how cash moves in and out of your business.  

2. Use a simple structure for forecasting.  

• List all income and expenses for the month.
• Identify key cash flow drivers like payment terms or seasonality.
• Add balance sheet items like loan repayments or owner’s draws.
• Project cash flow for the next 3-12 months using realistic assumptions.

This step ensures you’re not missing critical cash movements, keeping your forecast accurate and actionable.  

3. Build the forecast using my free template.  

Start with your beginning cash balance.
• Adjust projections as new data comes in.
• Use built-in formulas to ensure totals and trends are clear.
• Input income and expenses as absolute values (no negatives).

You can also add “what-if” scenarios:  
• Can you afford to hire a new employee next quarter?
• What happens if revenue drops by 20%?

4. Make informed business decisions.  

With a cash flow forecast, you can:  
• Adjust spending to stay within your means.
• Plan for investments with confidence.
• Spot potential cash shortages early.

Example: “If my forecast shows negative cash flow in September, I can reduce expenses in July to avoid issues.”  

Go implement this now and take control of your cash flow!

PS: Reviewing cash flow forecasts for the next hour - drop yours below for feedback!

PPS… Grab your free template at: https://lnkd.in/d7xWergy

Alex Stojanovic, MSc.

Helping tech founders make smarter financial decisions (and scale like Usercentrics to €100M ARR) | Fractional CFO & FP&A Advisor

I just mapped out how to master your cash flow in 2026

(Save this so you can use it later)

If you want to:

Avoid cash shortfalls.
Run a healthy, scalable business.
Make confident spending decisions.

Follow this cash flow strategy step-by-step.

Your commitments:
1. Weekly cash flow check-ins
2. Real-time invoice and AR tracking
3. Forecasting and budgeting reviews monthly
   
The system:
• Optimize surplus...don’t sit on idle cash
• Use dashboards to watch cash trends
• Forecast incoming + outgoing cash
• Plan for gaps before they hurt you
• Monitor OPEX and identify leaks
• Set up a clean invoicing system
• Identify all your income sources
• Budget spending across teams
• Track receivables consistently

The growth compounder:
1. Layer in automation early
   ↳ Invoice faster = get paid faster
   ↳ Alerts = catch gaps before they grow
   ↳ Dashboards = visibility at all times
   
2. Use visuals to communicate cash reality
   ↳ Founders understand faster
   ↳ Teams align easier
   ↳ You make faster decisions
   
3. Review → Forecast → Adapt
   ↳ Every month. Without fail.
   
For me, this cycle changed everything. I now help 50+ founders use this to scale profitably.

➠ Bonus hack: Use your cash surplus strategically.

Reinvest in growth when the time is right. But never without forecasting.

This system isn’t complicated.

Follow it for 365 days...and your finances won’t just survive, they’ll scale.

Repost this ♻️ so every founder sees it.

PS. Want me to help build your cash flow system? Drop me a DM.

Most board packs are broken.

Stop sending decks with 50+ slides. Instead, run this test:

Track your board prep process across five steps
And your whole finance workflow will evolve.

Start with what to fix:

Step 1: Data Collection
Gather P&L, balance sheet, cash flow
Make sure numbers are fresh

Step 2: Reconciliation
Check accuracy, align systems
Avoid surprises

Step 3: Variance Summary
Explain gaps, call out drivers
Tie to forecast

Step 4: Risks & Opportunities
Highlight trends, staffing, burn
Bring real insight

Step 5: Packaging
Use dashboards, not PDFs
Lead with clarity

What I learned after 200+ board preps:

→ Guesswork = low confidence
→ Templates = medium confidence
→ Finance Pack Process = high confidence

Now, rate your current board prep:

↳ Data Freshness: 0–5
↳ Variance Clarity: 0–5
↳ Visuals + Story: 0–5

Your Score:
13–15: Strategic Pro (Investors love you)
10–12: On Track (Tighten story)
6–9: Mid Pack (Clean things up)
0–5: Chaos Zone (Fix it now)

Most teams try to impress investors.

Great teams inform them.

Own your boardroom by mastering this process.

📌 Want the PDF version?

1. Follow Alex Stojanovic, MSc.
2. Like the post
3. Repost
4. Subscribe here: https://lnkd.in/dUFeGQE9

If you’re €5–50M ARR and you can’t explain ARR movement in 60 seconds…

You’re not in control.

Save this ARR bridge 👇

Starting ARR
• New ARR
• Expansion ARR
 – Contraction ARR
 – Churn ARR
 = Ending ARR

Now the part most teams miss:

1) New ARR isn’t pipeline

Pipeline is hope.
Bookings is reality.

Do this instead:
 ↳ Track slippage weekly
 ↳ Separate “commit” from “upside”
 ↳ Model cycle length changes

2) Expansion ARR isn’t “upsell”

Expansion is a system:
pricing,
adoption,
packaging,
CS capacity.

Do this instead:
 ↳ Track expansion by segment
 ↳ Tie expansion to product adoption
 ↳ Separate price uplift from true usage uplift

3) Churn ARR isn’t a single number

“Churn” hides everything.

Do this instead:
 ↳ Split logo churn vs churn ARR
 ↳ Split contraction vs churn
 ↳ Track churn reasons as leading indicators

4) The bridge is a weekly operating tool

Not a month-end report.

Because at this stage:
small leaks become big problems quietly.

Master the bridge and you’ll stop having “surprise” quarter endings.

PS. If you want the ARR bridge template I use (with definitions + checks), comment "ARR" and I’ll share it.

Retail Services Brasil

MD of the airport retail business of Retail Services in Brazil.

Director

Endeavor

Mentor

Retail Services SAC

Board Member at Retail Services SAC. Retail Services is an operator of Gourmet Restaurants & Airport Retail Stores in Latin America

Pro Valle SAC

Vallealto is the leading natural snacks brand in Peru

Braedt S.A.

Responsible for Sigma Alimentos Peru’s operation (US$ 30M cold cuts & dairy business) Position reports to International Business Director in Mexico. Managed 500 reports; assumed Commercial Manager’s responsibilities.

• Coordination of company’s integration process into Sigma Alimentos’ corporation
• Implementation of SAP FI, CO, MM, PP & SD
• HR area upgrading
• Lead production costs reduction process through raw material substitution, resulting in savings of US$ 900K 2009
• Implementation of an aggressive new products development plan to fulfill business opportunities with final consumers and food service businesses
• Definition of Peru’s Business Growth Matrix (organic vs. inorganic growth) 
• DLG prizes (German Agriculture Society) as the best cold cut company in The Americas
• EFFIE Awards for Braedt’s brand relaunch
• 130% EBITDA increase (2009 vs 2006)

Position reports to General Manager. Responsible for 150 reports in Sales, Marketing and Distribution areas. Transition assignment to General Manager’s position.

Responsible for implementing Good Corporate Governance as part of company’s professionalization process. As requested by the shareholders, responsible for identifying opportunities for company’s sale as well as leadership of the selling process. 

• 80% total sales growth (2009 vs. 2006), 56% growth for the same period cold cuts business only
• Sales increase lead to cold cuts category leadership in Peru
• Supermarket business expansion, 90% sales increase (2009 vs. 2006)
• Supermarket market share growth, from 24% to 34% (2009 vs. 2006)
• Production capacity expansion and technology upgrade, resulting in 6.5% sales costs savings
• Commercial structure professionalization and sales channel specialization
• Brand  relaunch (packaging, above &amp; below the line communication)
• Merchandising personnel outsourcing, eliminating potential future labor contingencies and increasing relevant operational efficiencies
• Implementation of a monthly reporting system which defined relevant management KPI’s
• Company’s adjustment to undergo the first external audit for  2007 P&amp;L, undertaken by an AAA auditing company
• Identification and regularization of accounting and tributary contingencies
• Execution of best accounting practices to assure future accomplishment of NIC
• Implementation of Good Corporate Governance, preparing the company for external investment (investment funds) or stock market entrance
• Search and evaluation of inorganic expansion opportunities through acquisition of companies in the same industry
• Identification and negotiation with different investment funds to undertake inorganic expansion plans
• Leadership of company’s sale to Sigma Alimentos Mexico, in coordination with external M&amp;A and Legal consulting companies.

Commercial Director

Fraport AG Lima Airport Partners

Leading the launch of the commercial offer at the  new Lima International Airport. Identifying opportunities to improve the revenue situation of this $90M private organization. Streamlined the commercial organization establishing best practices in the customer relationship with the airlines, aviation/cargo services and retail/food&amp;beverage concessionaires.  

• Designed &amp; implemented the commercial offer for the new Lima International Airport.
• Lead the bid process &amp; direct negotiation process for the new commercial operators generating bonus payments of $6M and attracting international operators as Mc Donald´s, Dunkin Donuts, Papa John´s, H Stern &amp; Aldeasa.
• Drove revenues up as much as 20% YTD 2005.
• Attracted new airlines &amp; destinations to Lima through an active Route Development Program in close partnership with the Peruvian Tourism Authority.

Chief Commercial Officer

Ahold Peru/Supermercados Santa Isabel S.A.

Promotes aggressive strategic growth plans bent on doubling the revenues of this $270M, 5,000-member organization.  Establishes policies, procedures, and best practices for negotiations, pricing systems, and retail strategies.  Manages 120 direct reports in the areas of buying, marketing, and financial services.  

• Restructured the commercial organization, adapting it to a multiformat, multibrand retail strategy.
• Implemented a rule-based, multiformat pricing system contributing with a gross margin improvement of 1.5 percentage points.
• Drove sales up as much as 20.5% and gross margins up as much as 25.6% annually.

• Launched and optimized hypermarket, hard discount, and supermarket formats, overseeing eight store openings in 16 months.  Introduced a hypermarket credit card to 140,000 cardholders in 14 months to realize $15M in consumer credits.
• Improved the gross margin 80% after founding a non-food buying team that sourced $20 M in product from Asia.  Developed a preferred supplier program for produce and meat products that increased the gross margin up to 10 percentage points in each product category.

Holsten-Brauerei AG/Holsten Brewery

Established a production and distribution network for two breweries.  Set up a management and administrative infrastructure as well as policies and procedures for streamlined production, sales, marketing, and finance operations.  Addressed licensed business and shareholder concerns

Chief China Representative

Developed beverage distribution and sales channels worldwide (Asia, Africa &amp; Americas).  Managed a strategic alliance with Foster’s Brewing Group, overseeing product launches for Foster’s Shanghai Brewery and Songyuan Food Co. in China.  Exported business to Southeast Asia, Africa &amp; Americas, founding marketing/sales organizations there.

Marketing Manager Overseas

Supervised business and market development as well as strategic planning and alliances.  Configured price models, pursued acquisitions, and expanded export activities.  Set in place international policies for merchandising.  Trained and managed two direct reports.

Brand Manager Latin America

Acquired a license partner in Paraguay, earning an appointment to work on  Cia. Cervecera Asunción S.A. product launch and brand portfolio optimization project.  Conceived and produced the first Holsten international brand manual, early development of marketing activities for the export markets throughout Asia, and the license market in China.

Junior Product Manager

Assistant Product Manager

Chupa Chups/Comercial Regalin

trainee

International commercial background with in depth experience in the FMCG,  Food & Airport Retail industry. Regional expertise in Latin America, Asia and Europe. Rich experience in turn around assignments incl. company sale

Specialties: Retail Management, International Marketing & Sales Expertise (Europe, Asia, Africa & Latin America), Brewing, Food Processing & Food Retail Industry, Product Development, Sourcing, Distribution netwotk setup, turnaround management, Merger & Aquisitions, Airport Retail

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