The team

Senior people. Clear roles.
One coordinated review.

Every engagement is led by senior practitioners and reviewed across financial analysis, IFRS accounting, M&A structuring and CFO advisory. The result is a more complete view of the business than a single-perspective review can provide.

How we work as a team

Each review is structured around the client's central question.

One partner coordinates the engagement, while the analytical work is challenged from several angles: accounting quality, cash flow reality, transaction logic and practical financial management.

This approach reduces the risk of a single analytical blind spot — and ensures the final report answers the decision question, not just the technical question.

Four lenses per engagement

01

Commercial and client context.

What does the client need to know before making a decision? What is at stake?

02

Financial reporting and accounting review.

Are the accounts reliable? What does the underlying financial reality look like?

03

M&A, valuation and deal logic.

Is the price justified? Does the deal structure protect the client's interests?

04

CFO-level practical judgement.

Can the business actually service the debt? Are the planning assumptions credible?

Engagement model

How roles are structured in an engagement.

Every engagement starts with a mutual non-disclosure agreement. The NDA covers all information exchanged — including the existence of the engagement itself. Scope, timeline, deliverables and fee are fixed in writing before any analytical work begins.

Role 01

Client context, engagement coordination & project strategy

Den Grodetsky

  • - Overall project strategy and analytical direction
  • - Understanding the client's objective and decision context
  • - Defining the review scope and deliverables
  • - Managing client communication throughout the engagement
  • - Ensuring conclusions answer the real question

Role 02

Financial analysis & IFRS review

Dennis Krasnoy

  • - Accounting quality and management account reliability
  • - Management vs. statutory account comparison
  • - EBITDA normalisation and revenue quality
  • - Financial discrepancies and analytical documentation

Role 03

M&A, valuation & deal logic

Alemkhan Serikov

  • - Business valuation (DCF, multiples, comparables)
  • - Deal structure and price justification
  • - Investment risk assessment
  • - Transaction logic review and deal challenge

Role 04

CFO advisory & financial strategy

Bunty Agarwal

  • - Cash flow reality and debt service capacity
  • - Planning assumptions and forecast credibility
  • - Operational finance and internal controls
  • - Practical financial management perspective

The practitioners

DG
Den GrodetskyClient Context · Engagement Coordination · Project Strategy
Managing Partner

Den leads client relationships, project strategy, engagement coordination and business development across EU and GCC markets. He is responsible for the overall analytical direction of each engagement — defining what the review must answer, not just what it must cover. His academic background is complemented by hands-on experience running SME businesses, which gives him a direct understanding of the practical questions behind every engagement.

In the engagement

Den sets the overall project strategy, defines the client context and ensures the review is structured to answer the decision question — not just the technical one. He coordinates the team and is accountable for the final deliverable.

Relevant lens

Project strategy | business owner perspective | Investor communication | SME operating reality

MBA · LBSPhD FinanceProject StrategyClient RelationsEU · GCC
LinkedIn
BA
Bunty AgarwalCFO Advisory · Financial Strategy
CFO Advisory

Bunty brings senior CFO-level experience across multiple industries and geographies. MBA, London Business School. He has built and managed finance functions from the ground up, overseen audits and investment processes, and advised founders through growth, restructuring and exit situations. His contribution is strategic financial judgement — the kind that comes from having run a finance function, not only reviewed one.

In the engagement

Bunty reviews the business from a CFO perspective: cash flow reality, planning assumptions, internal controls, working capital and the practical finance issues that often sit behind the numbers.

Relevant lens

Cash flow reality | Planning credibility | Operational finance | Financial controls

MBA · LBSCFO AdvisoryFinancial StrategyCash FlowControls
LinkedIn
DK
Dennis KrasnoySenior Financial Analyst · IFRS
IFRS Certified

Dennis focuses on financial reporting quality, IFRS logic, management accounts and analytical review. IFRS-certified and certified auditor, with deep expertise in cross-border accounting standards. His role is to work through the numbers: reconciling accounts, identifying inconsistencies, normalising EBITDA and structuring the analytical findings that form the backbone of the report.

In the engagement

Dennis tests the accounting logic, compares reported performance with underlying reality and documents the financial evidence behind key findings.

Relevant lens

Accounting quality | IFRS standards | EBITDA normalisation | management account reliability

IFRSCertified AuditorFinancial ReportingEBITDA AnalysisManagement Accounts
LinkedIn
AS
Alemkhan SerikovM&A & Investment Analysis · Ex-KPMG
Ex-KPMG

Alemkhan brings transaction-side experience from KPMG, where he worked on M&A due diligence and investment analysis across multiple sectors. He specialises in business valuation, deal structure analysis and investment risk assessment. His focus is on the question every buyer and investor needs answered before committing capital.

In the engagement

Alemkhan challenges valuation, deal structure and price logic — addressing the question every buyer and investor needs answered: is the price justified?

Relevant lens

Business valuation | deal structure | price challenge | investment risk

Ex-KPMGBusiness ValuationM&A StructuringInvestment Risk
LinkedIn

Every engagement is led and reviewed by senior practitioners. We do not use a junior-heavy delivery model where the work is done by analysts and reviewed only at sign-off. Each team member contributes directly to the analysis — and is accountable for the conclusions in their area.