Aleksandra Kireeva

In most businesses, every function runs itself. But despite sales, ops, data, finance all hitting their targets, the company still isn't moving fast enough. To me, businesses are organisms. Every part affects every other, today's decisions show up in next year's numbers. That's the lens I use to fix them.

As a founding team member at Billie, I owned revenue and risk operations, held direct payout authority on a receivables portfolio that grew to €253M, and led cross-functional projects such as cutting time-to-revenue from 8 to 2 days, as the company scaled from 10 to 140 people across DACH.

At Smava I led a cross-functional redesign of the bank-to-customer matching logic with Sales, Data Product and Marketing, cutting the rejection rate by 20%.

At Delivery Hero I built the revenue alerting framework for a vertical scaling from under €100M to €1.5B across 70+ markets, recovering €2M in year one and driving a 14% churn reduction. When a third-party overhaul caused 100% revenue data loss across 5 markets, I diagnosed the root cause within 24 hours outside formal channels and delivered the fix with Engineering and Product.

When functions don't communicate, business stalls. I speak five languages, work across four continents, and have sat in the chair of finance, data, product, compliance and commercial. That's why they listen when I tell them what the other side needs.

In my advisory practice I've worked directly with founders: a fintech client cut workload by 30%, an agritech client improved channel performance by 22%.

If the friction between your functions is showing up in your numbers, get in touch.