Vlad Puscasu

Established a group-wide governance framework across multiple business units and geographies, improving decision quality by ensuring investment discipline, robust risk management, and strategic alignment.

- Increased executive confidence in capital allocation for ~€300M/year CAPEX by lifting decision transparency and quality by ~50%. Implemented a global governance framework with standardized business case templates and risk criteria adopted by the Group CAPEX Committee and global project teams.

- Delivered a ~70% uplift in CAPEX process consistency across investment submissions. Implemented post implementation reviews to compare outcomes vs. assumptions (IRR/NPV, cost, schedule, HSE) and capture lessons learned.

- Elevated leadership discussions and positioned finance as a decision partner by translating complex financial outputs into executive-ready narratives for senior leaders and shareholders. Accelerated decisions by clarifying value drivers, trade-offs, and spending discipline in board-level materials.

Directed business controlling, financial reporting, and FP&A activities for the Cluster Gas South across France, Italy, Portugal, Spain, and Greece. Consolidated and analyzed operational and financial KPIs across power generation and supply to support leadership decisions.

- Delivered consolidated reporting, budgets, forecasts, and performance reviews with actionable insights for senior leadership.

- Strengthened governance and process discipline across subsidiaries by coordinating data flows, deadlines, and reporting standards.

- Expanded business partnering scope by 30% through strategic advisory support to executives and non finance leaders across international, matrixed environments. Earned repeat appointments to high-impact roles by balancing constructive challenge with practical, context-led guidance.

Independent international oil & gas exploration and production company acquired by ENI in January 2024. Steered portfolio performance and financial strategy, partnering with FP&A, Controlling, and Treasury to optimize capital allocation, working capital, and portfolio value across multiple geographies and legacy systems.

- Reduced rework by ~30% and improved data reliability by 40% after standardizing planning, reporting, and economic evaluations. Harmonized templates, assumptions, roles, and handoffs to increase adoption and trust with non-finance stakeholders.

- Quantified value and balance-sheet impact for upstream investment programmes by stress-testing CapEx, OpEx, working capital, and net-debt scenarios, enabling data-driven strategic decision-making and maximization of overall portfolio value contribution.