David Donovan

WORK HISTORY

EDUCATION

SKILLS

ABOUT DAVID DONOVAN

If you’re in a capital-intensive, project-based business, cash decisions often feel slower than they should.Not because teams lack effort or systems.But because the signals aren’t always clear.Common patterns I’ve seen across large, complex organizations include:↳ Forecasts that exist, but aren’t fully trusted↳ Conflicting numbers across projects and teams↳ Capital decisions delayed by uncertainty rather than lack of opportunityAfter 20+ years across accounting, FP & A, treasury, and executive reporting, working closely with CEOs, CFOs, Treasurers, and boards, one thing has been consistent:When financial signals are noisy, leadership hesitates.When clarity improves, decisions accelerate.Most capital friction doesn’t come from bad strategy.It comes from fragmented data, inconsistent forecasting discipline, and executive teams trying to decide with partial information.The work I’m most often involved in sits at the intersection of: Cash & Liquidity Visibility↳ Aligning cash, forecast, and project data into a coherent view↳ Reducing fragmentation across teams and time horizons↳ Elevating reporting from operational detail to executive signal Forecast Discipline & Confidence↳ Strengthening short-term and mid-term forecast reliability↳ Surfacing variances earlier, before they become surprises↳ Restoring trust in forward-looking numbers Executive Decision Support↳ Translating complex financial data into clear, usable insights↳ Supporting earlier, calmer capital allocation decisions↳ Reducing decision latency without adding process overhead Proven Results:↳ Infrastructure / Project-Based Business - Standardized cash forecasting across multiple affiliates, restoring group-level visibility and accelerating treasury and capital planning decisions.↳ Multi-Program Organization - Rebuilt forecast credibility by introducing variance discipline, improving accuracy ownership and restoring leadership confidence in forward-looking numbers.↳ Retail Energy - Eliminated value-destroying rebate programs by implementing NPV-based decision frameworks, embedding financial rigor into pricing and capital allocation decisions.This work isn’t about new systems or theoretical models.It’s about improving signal quality so leadership can act with confidence.Clearer cash signals lead to fewer surprises, better timing, and stronger capital outcomes.