Amman · Riyadh · Jeddah · MENA & GCC Strategic CFO & Board Advisory · Est. 2001

The decisions that
define your next decade
deserve consequential clarity.

Twenty-five years of CFO-grade execution across manufacturing, hospitality, banking and media — synthesised into board-ready counsel for owners and chief executives who refuse to make eight-figure decisions on six-figure assumptions.

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0 Years of Practice
SAR 4.2M+ Cash Flow Unlocked
0 Sectors Served
0 Peak EBITDA Uplift
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TA
Practitioner · MENA & GCC
Tariq Al-Shiltawi
The Practitioner

Twenty-five years in the rooms
where capital meets conviction.

I partner with owners, CFOs and boards to convert raw financial data into the kind of clarity that holds up under fiduciary scrutiny. My practice has been forged at the intersection of disciplines few advisors hold simultaneously — central-bank-grade treasury operations, multi-property hospitality, industrial and construction-materials manufacturing, media production, and the cross-border consolidation discipline of regional investment holdings.

What clients hire me for is not a report. It is a recommendation — structured to McKinsey, BCG, and Bain visual standards, defensible to investors, and grounded in twenty-five years of seeing exactly which numbers tell the truth and which ones flatter the storyteller. Every engagement is built around one objective: that your next decision is your best decision.

Disciplined analysis. Modern FP&A practice. Storytelling executives actually need. Three things, executed in sequence, separating consequential advisory from spreadsheet hygiene. — Working Doctrine
25+ Years of Senior Finance Leadership Jordan · Saudi Arabia · MENA
6 Sectors of Operating Fluency Manufacturing · Hospitality · Construction · Media · Medical · Services
7 International Certifications USA · UK · Canada · Global
21+ Investor-Grade Financial Models Delivered Across two countries, five active engagements
Why Principals Engage

A finance partner selected,
not assigned.

Six structural advantages that distinguish a private CFO advisory practice from outsourced bookkeeping or generalist consulting.

01

Global Standards. Local Mastery.

Credentials from the AAIFM (USA), AFP (USA), ACCA (UK), and CFI (Canada) — applied through a working knowledge of JOD/SAR reporting realities, MENA family-business dynamics, and GCC governance expectations.

02

Decision-First Deliverables.

Every engagement closes with a specific recommendation — capital structure, pricing posture, working capital lever, exit timing — defended in writing. Not raw data. Not a deck of charts. A position the principal can act on Monday.

03

Consulting-Grade Output.

Board packs, valuation memoranda and investor decks structured to McKinsey, BCG and Bain visual standards. Pyramid principle, MECE logic, executive-narrative cadence. The room reads it once and converges.

04

Confidentiality as Doctrine.

Client data is treated with the same rigour I learned in bank treasury operations. Engagement scopes, financials, ownership structures and strategic options remain absolutely confidential — by contract and by professional reflex.

05

Sector Polymath.

From hotel RevPAR optimisation to factory standard costing to satellite revenue recognition to bank treasury position management — pattern recognition across seven industries that lets me arrive at the right diagnosis faster than a sector specialist.

06

The Speed of Trust.

Tailored proposal in your inbox within forty-eight hours of the discovery call. No procurement choreography. No pre-sales committee. A senior practitioner, a clear scope, a defined fee — and work that begins the week the engagement is signed.

What I Deliver

Thirteen focused specialisations.
Each answering a specific question your business is already asking.

01 — Board Reporting

Board & Executive Reporting

Board-ready financial presentation packs, executive management dashboards, KPI scorecards, and investor & stakeholder briefing materials. CFO-level governance and performance reporting structured to consulting-grade visual standards — the kind that decide the resolution before page four.

02 — FP&A

FP&A, Budgeting & Rolling Forecasts

Annual budget development with formal approval packs, rolling 12 / 18-month forecasts, actual-versus-budget variance analysis with management commentary, and base / upside / downside scenario planning. Models that recalculate the moment a single assumption shifts.

03 — Modelling & DCF

Financial Modelling & Valuation — DCF

Fully dynamic discounted cash-flow valuation models. Sensitivity and multi-scenario architecture, investment-return and IRR modelling, M&A target screening, and quality-of-earnings analysis — built to FMVA standards and institutional due-diligence specifications.

04 — Cash Flow

Cash Flow & Working Capital

Cash-flow forecasting and short-term liquidity planning. DSO / DIO / DPO / cash conversion cycle optimisation, AR / inventory / supplier-terms strategy, balance-sheet health diagnostics, and supplier payment-term and settlement architecture — benchmarked to industry, engineered to release trapped capital.

05 — Cost Structure

Cost Structure & Overhead Optimisation

Deep-dive cost structure analysis, zero-based budgeting, standard costing and COP% improvement, variance analysis and cost-driver identification. Cost-centre accounting, allocation design, and an overhead reduction roadmap engineered to recover the margin the income statement has been hiding.

06 — Margin & Pricing

Gross Margin & Pricing Strategy

Gross margin review and cost-of-sales diagnostics. Pricing strategy and margin recovery planning, product mix contribution margin analysis, and a phased margin-improvement roadmap with clear decision gates and accountability for each lever.

07 — SKU Profitability

Product & SKU Profitability Analysis

SKU-level GM% profitability mapping. Identification of the most and least profitable lines, product portfolio rationalisation decisions, and channel and customer profitability analysis — the data that lets owners discontinue a product without flinching.

08 — Partner Accounts

Partner Accounts & Profit Distribution

Partner capital account management, profit distribution calculations and reporting, equity structure and ownership analysis, and multi-partner financial statement preparation — the discipline that prevents disputes between principals before they ever surface in a boardroom.

09 — Investor Readiness

Business Plan & Investor Readiness

Full business plan development, financial projections with sensitivity analysis, pitch-deck financials for equity and debt investors, due-diligence preparation and data-room support, grant applications and structured lender packs — built to withstand institutional due diligence on the first read.

10 — Systems

Financial Systems & Model Infrastructure

Dynamic Excel model architecture and automation, Power BI dashboard design and development, automated management reporting frameworks, month-end close standardisation, KPI scorecard design, and reporting templates with full governance documentation — finance infrastructure that survives staff turnover.

11 — Margin Diagnostics

Gross Margin Review & Cost-of-Sales Diagnostics

Line-by-line COGS decomposition and benchmarking. Direct-versus-indirect cost segregation, material / labour / overhead GM% split by product line, gross profit bridge analysis (volume · mix · price · cost), month-on-month trend reporting, and a corrective action plan for margin leakage elimination.

12 — Pricing Strategy

Pricing Strategy & Margin Recovery Planning

Cost-plus and value-based pricing model design, minimum viable price (MVP) floor calculations by SKU, competitive pricing benchmarking, price elasticity assessment with volume impact modelling, and a phased margin-recovery roadmap with discount policy guardrails.

13 — Variance Analysis

Variance Analysis & Cost-Driver Identification

Full P&L variance bridge — actual vs. budget vs. prior year. Volume / price / mix / efficiency variance decomposition, cost-driver mapping with KPI linkage per business unit, root-cause narrative with management commentary, and a rolling variance tracker with early-warning thresholds and corrective recommendations per cost centre.

— The Signature Framework —

The Clarity Framework™

A three-phase engagement architecture refined across twenty-five years of senior finance practice — and applied identically whether the mandate is a single valuation or a five-year transformation.

PHASE 01 Diagnostic Depth

Analyze

A forensic read of the P&L, balance sheet and cash flow as they actually behave — not as the management accounts present them. Variance, KPIs, cost drivers, working-capital pathology, and the gap between the narrative and the numbers.

  • Multi-year financial archaeology
  • Cost-of-production & margin decomposition
  • Working-capital cycle dissection
  • Quality-of-earnings indicators
PHASE 02 Scenario Architecture

Strategize

Budgets, rolling forecasts, and scenario models that flex with the business and surface the levers that actually move the enterprise value. Decisions framed against base, upside, and downside paths — each defended in writing.

  • Driver-based forecasting models
  • Base / upside / downside scenarios
  • Capital allocation & structure options
  • Pricing & margin posture recommendations
PHASE 03 Decision-Grade Narrative

Deliver

Board-ready packs and investor-grade decks that move the room — pyramid structure, MECE logic, charts that subordinate to the argument, and a single recommendation defended on a single page. Not reports. Resolutions.

  • Consulting-grade board packs
  • Investor & lender presentations
  • Executive briefing memoranda
  • Implementation roadmap with KPIs
Selected Engagements

Five mandates. Six industries.
Three markets. Measurable financial impact.

A representative cross-section of recent client work. Names disclosed with principal consent. Outcomes verified against client financials.

01
Construction Manufacturing

Golden Block

Riyadh, Saudi Arabia · March 2024 – Ongoing
The Mandate

Revenue rising. Margins in freefall. No production costing system, no cash visibility, no board-ready reporting. A profitable-looking business quietly becoming unprofitable.

“Turned a deteriorating-margin business into a cost-governed, board-ready operation.”

+5ppEBITDA Improvement
−7ppCost of Production %
−36dDSO Reduction
100%Cost Governance Built
02
Industrial Manufacturing

Al Jaamour Factory

Jeddah, Saudi Arabia · January 2025 – Ongoing
The Mandate

A growing manufacturer with zero financial infrastructure. No standard costing, no cash controls, EBITDA under pressure with the root cause entirely undiagnosed.

“SAR 4.2M unlocked. EBITDA rebuilt. A finance function built from the ground up.”

+12ppEBITDA Uplift
−4ppCost of Production %
+SAR 4.2MCash Flow Unlocked
100%Board-Ready Reporting
03
Hospitality Asset Management

EcoHotels Jordan

Amman, Jordan · 2009 – 2024 · 15 Years
The Mandate

An operations-intensive multi-property platform with no cost-centre structure, poorly managed working capital, and limited financial analytical rigour across F&B, laundry, housekeeping and maintenance.

“Fifteen consecutive unqualified IFRS audit cycles. Zero material findings. Built once. Held forever.”

−7%Cost of Service
−18dCash Cycle
JOD 3M+Annual Budgets Managed
15 YrsUnqualified Audit Record
04
Media Production & Animation

Tomandora

Amman, Jordan · July – November 2025
The Mandate

Zero financial models or reporting structure. No project-level cost visibility — direct labour, materials and overhead untracked across productions. Critically low audit readiness: no chart of accounts, undocumented processes, misaligned financial records.

”From zero financial infrastructure to a fully modelled, KPI-driven studio — in five months.”

5 MosFP&A System Built from Zero
9Excel Models Delivered
100%Audit Readiness
ZeroLegacy Data Gaps Post-Handover
05
Laboratory & Scientific Supplies

Middle East Talents (MET)

Amman, Jordan · November 2025 – April 2026
The Mandate

No budget. No KPI framework. Partner receivables bleeding the balance sheet. Pricing decisions made on instinct, with gross margin exposure entirely unquantified.

“From first-ever budget to multi-scenario sensitivity models — in under six months.”

1stBudget in Company History
12Financial Models Delivered
13-WkRolling Cash Flow Forecast
ZeroUnresolved Partner Receivables

Cumulative Impact Across All Engagements

Five engagements · Three markets · 2009 – 2026

+SAR 4.2M
Cash Flow Unlocked
Working capital released
+12pp
Peak EBITDA Uplift
Manufacturing engagement
−18d
Cash Cycle Improved
Hospitality platform
21+
Financial Models Built
Investor-grade outputs
6
Sectors Served
Manufacturing · Hospitality · Construction · Media · Medical · Services
3
Markets Engaged
JO · KSA · MENA
References on Record

What chief executives say
after the engagement closes.

“
Tariq brings a rare combination of strategic thinking and operational precision. His ability to translate complex financial data into clear executive recommendations has made a measurable impact on our decision-making and financial governance. He operates with total integrity, discretion, and a level of professionalism that is genuinely exceptional.
M
Maher El-Sulaimi
Chief Executive Officer · Golden Block · Riyadh, KSA
“
Tariq demonstrated an exceptional level of professionalism, leadership composure, and the ability to diagnose complex challenges and convert them into clear, measurable execution plans. His approach consistently balanced financial discipline with operational reality.
H
Hussam Jaamour
Chief Executive Officer · Al Jaamour Factory · Jeddah, KSA
“
Mr. Tariq has demonstrated strong analytical skills and smooth commercial understanding of our needs. He communicated complex financial concepts clearly, worked independently, and consistently delivered practical, well-structured outputs — while maintaining strict confidentiality and integrity.
I
Izz-Eddeen R. Othman
General Manager · Middle East Talents (MET) · Amman, JO
“
Mr. Tariq Al-Shiltawi communicated complex financial topics in a clear and practical manner and was able to work effectively with all stakeholders across finance and operations. His structured approach to analysis and performance reporting consistently strengthened our decision-making quality.
M
Mostafa Marayat
Managing Director · Tomandora · Amman, JO
Proof of Expertise

Seven internationally recognised certifications.
The full finance stack — credentialed.

Granted by the AAIFM (USA), AFP (USA), ACCA (UK), CFI (Canada), GAQM (Global), and PM4NGOs (UK). The credentials boards, investors and regulated counterparties recognise at the highest level.

CFO
Executive Leadership
Chief Financial Officer (Global)
AAIFM · USA · 2023
Certified
FPAC
FP&A Excellence
Certified Corporate FP&A Professional
AFP · USA · 2022
Certified
IFRS
Reporting Standards
International Financial Reporting Standards Diploma
ACCA · UK · 2024
Certified
FMVA
Financial Modeling
Financial Modeling & Valuation Analyst
CFI · Canada · 2026
Certified
CFM
Financial Management
Certified Financial Manager
GAQM · Global · 2024
Certified
FMD Pro
Project Finance
Financial Management for Development Professionals
PM4NGOs · UK · 2024
Certified
CRCM
Risk & Crisis
Certified Risk & Crisis Manager
GAQM · Global · 2023
Certified
M.A.
Postgraduate
M.A. Accounting
Amman Arab University · 2005
Education
Industries Served

Sector fluency,
earned in the operating seat.

Each sector engaged not as a consultant flying in, but from the inside — owning month-end close, board reporting, capital decisions and operational P&Ls.

01
Manufacturing
Industrial · KSA · Standard costing · Variance · Batch-level COP%
02
Hospitality & Asset Management
Jordan · F&B · RevPAR · ERP · 15-yr unqualified audit record
03
Construction & Building Materials
KSA · Production costing · DSO discipline · Pricing governance
04
Media Production & Animation
MENA · Project cost allocation · Multi-territory consolidation
05
Medical, Laboratory & Scientific Supplies
Jordan · Procurement margin · 13-week cash forecasting · Distributor receivables
06
Professional Services & SME
Jordan & KSA · Owner-led businesses · First-budget engagements · Partner accounts
Engagement Architecture

Four ways to engage.
Each scaled to the decision in front of you.

Fees are structured to engagement scope, company size, and geographic market. A clear, transparent proposal is submitted within forty-eight hours of the discovery call. No procurement choreography. No hidden hourlies.

Engagement 01

Project Based

A defined need with a clear deliverable: a single valuation, an investor model, a cost-of-production diagnostic, an audit-readiness pack — any scope, any size.

Scope

Single mandate · fixed fee · clear timeline · defined hand-off.

Ideal For

One specific question. One specific output. No retainer required.

Fixed Fee · per engagement
Most Selected Engagement 02

Monthly Retainer

Continuous senior finance partnership. Ongoing FP&A, monthly performance reviews, board-pack delivery, and ad-hoc executive advisory available between scheduled cadences.

Scope

Monthly close support · KPI reporting · variance commentary · advisory on call.

Ideal For

Companies needing continuous oversight and a senior finance partner without the C-suite hire.

Monthly Fee · scaled to company
Engagement 03

Quarterly Review

Performance analysis, board pack, break-even refresh, working-capital review, and a written set of actionable recommendations — delivered every quarter.

Scope

Quarterly diagnostics · scorecard · prioritised action list.

Ideal For

Businesses wanting regular financial health checks and decision-ready insights, without monthly cadence.

Quarterly Fee
Engagement 04

Annual Contract

Full-year financial planning, budgeting, valuation, IFRS reporting, and strategic advisory — delivered as a dedicated outsourced senior finance partner across the full reporting cycle.

Scope

Full-cycle planning · IFRS compliance · valuation · strategic advisory.

Ideal For

Growing firms requiring a dedicated senior finance partner across the entire fiscal year.

Annual Fee · fixed and structured
Pricing is discussed transparently in the no-obligation discovery call. Engagement scope, deliverables, timelines and fees are formalised in writing before any work commences. Confidentiality applies from the first conversation.
Executive Insights

Perspective from the
practitioner's seat.

A working library of essays on corporate finance, FP&A discipline, board-grade reporting and the operating realities of MENA & GCC business. Written for principals, not for journals.

Featured · Strategic Finance

The CFO's New Mandate: From Reporter to Architect.

For three decades the CFO was hired to explain the past. The role today is to architect the future — capital structure, scenario optionality, and the discipline to say "no" louder than "yes" when the numbers demand it. A working note for owners deciding what kind of finance leadership their next chapter requires.

Inside: the four shifts redefining what a chief financial officer is actually accountable for in 2026 — and why most family-owned MENA businesses are still hiring for the 1995 job description.

Read the Essay
Working Capital

Working Capital Is a Strategy. Not a Symptom.

Why DSO compression beats revenue acceleration in nine out of ten owner-led businesses — and the three working-capital levers that have unlocked SAR 4.2M in recent engagements.

Read · 7 min
Board Reporting

Your Board Pack Decides the Decision Before the Meeting.

The McKinsey pyramid principle, the BCG one-page rule, and how to structure a thirty-page board pack so the resolution is foregone by page four. With templates.

Read · 9 min
Valuation

The DCF Lie — and the Three Sensitivities That Tell the Truth.

Why most MENA business valuations are stories told in Excel. The three sensitivity tables that institutional investors actually read, and how to build them so your valuation survives diligence.

Read · 11 min
IFRS

IFRS Audit Readiness: A Fifteen-Year Track Record's Five Disciplines.

Across fifteen consecutive unqualified audits, the same five disciplines did the work. A practitioner's checklist for finance teams preparing for their first — or twentieth — external audit cycle.

Read · 8 min
Engagement FAQ

The questions principals
ask before the first call.

Every engagement begins with a no-obligation discovery call to understand the actual question being asked — which is rarely the question first presented. Within forty-eight hours of that call, a written proposal is submitted with scope, deliverables, timeline, and fee. On signature, work commences within the same week. All deliverables are explicit, version-controlled, and signed off in writing.
The practice is calibrated for owner-led businesses, family enterprises, and mid-market companies — typically with annual revenues from JOD 1M to USD 50M+ — that have outgrown bookkeeping but cannot yet justify a full-time senior CFO. Larger enterprises engage the practice for specific mandates: valuations, transformation reviews, or board-grade financial counsel.
As doctrine. A non-disclosure agreement is in place before any sensitive information changes hands. Engagement scopes, financials, ownership structures, capital decisions, and strategic options are treated with absolute discretion — by contract and by professional reflex acquired across twenty-five years of treasury, banking, and CFO-grade work. Client identities are disclosed publicly only with written principal consent.
Both. The practice is based in Amman with an active footprint across Saudi Arabia (Riyadh, Jeddah) and the broader MENA region. Most engagements combine on-site presence at engagement initiation and at key reporting cadences, with remote execution for analytical and modelling work. Travel terms are agreed in writing and built into the proposal.
Fees are structured against engagement scope, company size, and geographic market — never billed against time. Project-based mandates are fixed-fee. Retainer engagements are monthly, quarterly, or annual at predictable rates. A clear written proposal is delivered within forty-eight hours of the discovery call. Pricing is discussed openly in that conversation; there are no hidden hourlies, no procurement choreography, and no committee approvals.
Project mandates run from four to sixteen weeks. Retainer engagements typically commence with a three-month minimum, after which they continue on a rolling monthly basis. Multi-year strategic CFO advisory mandates are common — the longest active engagement spans fifteen years of continuous practice with a single hospitality platform.
For most engagements, work begins the same week the proposal is signed. Capacity is deliberately managed to a select number of active mandates per year — the practice is selective by design, not by accident. Discovery calls are typically scheduled within seventy-two hours of inquiry.
Three artefacts, every engagement. First, a fully dynamic Excel model — input-driven, scenario-aware, version-controlled, and built to FMVA standards. Second, a written executive memorandum that defends a specific recommendation. Third, a board-grade PowerPoint pack structured to McKinsey, BCG, and Bain visual standards — the kind that moves a room rather than fills it.
Begin the Engagement

Let's build
financial legacy.

A no-obligation discovery call. Forty-five minutes. We discuss the decision in front of you, the constraints around it, and whether this practice is the right fit for the work. A tailored proposal is delivered within forty-eight hours of our conversation.

Direct Email
shiltawitariqo@gmail.com
Direct Line · Whatsapp
+962 79 536 2416
LinkedIn · Verified
linkedin.com/in/tariqalshiltawi
Practice Location
Amman, Jordan · MENA & GCC · Remote
Private Discovery Call

Request a Confidential Conversation

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All inquiries treated as strictly confidential.
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