Practical finance and operations support for businesses navigating growth, change and operational complexity.
A finance priority waiting for a new hire. A process moving between teams. A recent acquisition bringing new reporting requirements and unclear responsibilities.
Or a recurring problem that stays unresolved because nobody has time to work through it.
Blacrity helps you define the issue, agree a manageable scope and take the next practical step.
Support built around the situation you face and the work that needs to move forward.
Additional capacity for planning, forecasting and management reporting, including while you recruit.
Review one reporting cycle and develop a simpler reporting pack with clear commentary and follow-up actions.
Practical coordination when processes move, teams reorganise or responsibilities change.
Map a process being transferred between teams, identify gaps and prepare a handover plan with named owners.
Focused support for selected finance and operational priorities following a change of ownership.
Review one reporting workflow after an acquisition and prepare an action plan covering information gaps, responsibilities and next steps.
Illustrative assignments. Every engagement is scoped around your situation.
Choose one issue that is slowing your team down or making decisions harder. We agree the scope, inputs, fee and deliverables before work begins.
Discuss a focused sprintWe explore the situation, what needs to improve and whether our experience fits the task.
We define the scope, inputs, deliverables, timing and fee.
We work with the relevant people and information, sharing findings along the way.
We review the work, agree actions and hand over the materials.
Examine one issue and establish practical next steps.
Implement an agreed change to a process, report or way of working.
Ongoing, part-time support with agreed priorities and availability.
Three projects connecting financial control, operational delivery and clearer decisions.
A partner-led managed print services programme was being introduced in EMEA alongside an existing direct channel. The regional finance and reporting setup needed to be established from the ground up.
The programme launched in several countries with finance structures and management reports in place to assess rollout against plan. Stabilised processes supported the handover to regular operations and ongoing reporting.
Served as the dedicated finance specialist, working with the programme project manager, business lead and supporting teams. The regional solution drew on experience from a similar programme in the United States.
The work covered country cost-centre structures, identification of source systems and data attributes, data collection and management reports to monitor rollout against its assumptions. Reporting brought together total contract value, associated costs and one-off implementation costs.
Total contract value describes the value of contracts, not accounting revenue recognised in a particular period.
A working marketing-fund process in one business unit provided the starting point for a rollout across hardware and services teams in three regions.
Introduced in four additional business units, the process eliminated unexpected country cost postings in those units. Country teams knew which costs to expect, while allocation and accrual arrangements supported correct accounting and more informed budget management.
Co-led the rollout from finance alongside the business project lead. Together, they adapted the existing standard operating procedure, identified regional owners and defined the division of work.
The design covered central budgets, partner claim postings, allocation of costs to beneficiary countries, local accruals and communication between central and country teams. Accounting thresholds were identified as a necessary part of the process design.
Delayed travel reports were shifting costs between quarters. The business could not reliably reconcile planned travel spend with the period in which costs were recorded.
Decision-makers approved a defined accrual approach to address late-reported travel costs, with booking thresholds and named owners. This established how finance and business teams should handle the timing gap behind quarter-end budget discrepancies.
Investigated the issue with the business, identified the teams involved and traced the booking process. The review established that reports arrived late and ownership of accruals had not been assigned.
Documented the current process, explained it to stakeholders and brought a proposed approach to decision-makers. Responsibilities were clarified across the business, travel bookers, the travel team and finance, including ownership and thresholds for accruals.
You work directly with the person responsible for the assignment.
Discuss your priorities ↗Blacrity was founded by Blazej Blaszkowiak, drawing on 20 years of experience across FP&A, Operations Finance, planning, management reporting and process improvement.
Alongside his corporate career, he has built and run businesses of his own, including several years in property development and investment projects. That work brings direct responsibility for substantial project budgets, investment decisions, suppliers and day-to-day delivery.
He combines the discipline of corporate finance with the practical perspective of a business owner: weighing trade-offs, committing resources and taking responsibility for the outcome.
Engagements are led directly by Blazej, with a clearly agreed scope and regular communication.
Tell us what is changing, where work is getting stuck or which finance priority needs attention.
Let’s start with a short, no-obligation conversation about whether a focused assignment would help.
One priority is enough
to get started.
Remote collaboration · International B2B clients