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Expertise

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Averruncus is led by Daniel Eiloart, a senior transformation and operational finance professional with 20+ years in global financial services.

Credentials

  • Fellow Chartered Management Accountant (FCMA)

  • MBA with Distinction, Warwick Business School — top of financial risk class

  • BEng (Hons), University of Nottingham

  • MIT Certificate in Digital Transformation

  • Former Accenture Senior Manager

  • Twelve years at HSBC at Director level, including acting COO of Group Treasury and head of the Global Banking & Markets regulatory change portfolio

Domain knowledge

Regulatory change and financial crime: MiFID II, EMIR, BCBS Margin, FATCA, CRS, AML and S166 remediation, Basel 3.1 and CRR, UK prudential requirements.

Capital and treasury: capital management and RWA, capital ratio calculation, IRRBB, liquidity, recovery and resolution planning, ILAAP and ICAAP submissions, PRA and EBA engagement.

Markets and post-trade: securities finance and fixed income, derivatives, collateral and liquidity management, post-trade and settlement, SWIFT messaging, custody and CASS.

Finance function: financial reporting and close, planning and forecasting, business case development, finance process automation, control environment design.

Digital and technology: digital transformation, platform migration, data and reporting architecture, low-code automation, AI adoption and governance.

Technical capabilities

  • Financial modelling and scenario analysis

  • Business case development with clear value levers

  • Capex and cash flow modelling

  • Process automation and migration off end-user computing

  • Management information and reporting design

  • Data quality assessment and remediation

  • Target operating model and process design

  • Control environment assessment and improvement

  • Programme governance, RAID and delivery controls

  • Programme recovery and turnaround

How we think

Three points of view shape how we work with clients:

Digital transformation is culture-first, technology-second. Most failures are organisational rather than technical. The technology is usually available; the capability to adopt it is not.

Most programmes fail for the same reasons. Assumptions that were never tested, dependencies that were not managed, governance that reported progress against plan rather than reality, and delivery teams that could not challenge upward. Recovery begins with honest diagnosis.

Finance transformation is constrained by the interaction between system rigidity, data quality and human behaviour. Automation is the lever that breaks the cycle without a full system replacement.

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