Olu Medupin

Early member of the finance team, reporting directly to the CEO, with accountability for building cash discipline and commercial rigour as the business scaled from ~21k to 100k+ parcels per day.

Enabled new client wins by developing bespoke, cash-aware pricing models that balanced competitive positioning against incumbent carriers while protecting unit economics and long-term profitability.

Took ownership of the company’s cash position, actively managing runway through targeted interventions including cost control, pricing optimisation, and working capital improvements.

Partnered with client account teams to improve cash conversion, renegotiating payment terms, correcting unprofitable rate structures, and reducing cash leakage across the client base.

Designed a client-level profitability and cash metrics framework, giving clear visibility on contribution margins, payback periods, and actionable levers to course-correct accounts that drifted off target.

Acted as a strategic finance partner to product and strategy teams, translating roadmap decisions into clear financial trade-offs between customer outcomes, investment intensity, and long-term returns.

Built and owned forward-looking financial forecasts to track performance, surface risks early, and identify opportunities to reallocate capital more effectively.

Improved capital reporting cadence and control by streamlining month-end processes, enabling faster, more reliable insights for FP&A and senior leadership.

Presented financial performance, variances, and key metrics to senior finance and operational leadership, providing actionable insights to inform investment and cash prioritisation decisions.

Line-managed and developed junior finance talent, ensuring analytical rigour and high-quality outputs across planning and reporting cycles.

Partnered with procurement to manage £20m of third-party vendor spend, driving disciplined cost control and achieving ~20% year-on-year savings through commercial negotiations.

Led long-term workforce and cost forecasting for 1,000+ employees, supporting automation initiatives and efficiency programmes to reduce structural cost and improve operating leverage.

Represented the Service Platforms Finance function in CFO-level forums, providing clear insight into cost drivers, risks, and investment priorities affecting Technology Finance.