About X-ASTRiS

Built by someone who's lived these conversations

Too many businesses enter financing rounds, board meetings or strategic decisions without a coherent financial picture — not from lack of effort, but because building one properly was too hard.

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Carlo Fiscalini

Interim Transformation Program Director · Value Creation · Carve-outs · NL & UK

Carlo works as an interim Transformation Program Director in high-pressure environments — carve-outs, financial recovery and performance improvement programs — where execution quality is the differentiator. His work sits at the intersection of financial insight and program delivery.

His career began at a boutique restructuring firm during the 2008 financial crisis, building plans and models for distressed businesses. He later joined Deloitte as Director M&A & Carve-out, leading complex separations and acquisitions for clients including ABN AMRO, Sanquin, Philips, AkzoNobel, FrieslandCampina and NXP (Ampleon). Since 2022 he has worked independently on assignments including Financing Program Management for the Green Steel transformation at Tata Steel Nederland, Transformation Program Director at HagaZiekenhuis, and Carve-out Management for Aurelius Group (LloydsPharmacy, UK).

X-ASTRiS was built from this experience. Too many businesses enter financing rounds, board meetings or strategic decisions without a coherent financial picture — not from lack of effort, but because building one properly was too hard. The platform and the methodology behind it are designed to change that.

Consulting practice →LinkedIn →info@x-astris.nl →

Why X-ASTRiS exists

Strategic decisions are often discussed first. The financial consequences become visible later — sometimes much later.

Building a financial model was too hard

Most business owners and founders don't have the Excel or finance skills to build a proper three-statement model. X-ASTRiS removes that barrier entirely.

Growth and cash are not the same thing

Revenue growth can increase funding pressure if working capital, hiring and capex are not modelled and understood upfront.

Banks and boards expect coherence

A financing conversation or board meeting is much stronger when backed by one consistent story across P&L, Balance Sheet and Cash Flow.

How we think

Not modelling for its own sake — built to support better decisions.

Clarity over complexity

A model should make trade-offs easier to understand, not harder to explain. The right level of detail is the least detail that still answers the question.

Integrated by design

P&L, Balance Sheet and Cash Flow remain coherent as assumptions change — always. No workarounds, no manual reconciliation.

Decision-oriented

The value lies in what management, boards and investors can decide before capital is committed — not after.

Who it's for

Founders and finance leaders

Build a coherent long-term baseline, understand the cash effect of strategic choices and create a stronger basis for internal decision-making and external conversations.

Investors and value creation teams

Test assumptions before capital is committed, assess downside resilience and create a more grounded basis for management discussions and portfolio reporting.

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