Eugene Prokopchuk
- Specialism: Capital Allocation, Investor Readiness and Commercial Decision Support for Biotech, Tech and Growth Businesses.
- Track Record: 15+ years in senior finance roles across global healthcare businesses including GSK, and as Commercial Finance Director within a £700m private equity-backed group.
I have worked directly with CEOs, boards and investors on funding decisions, growth strategy and performance improvement — supporting businesses from early-stage through to large, multi-market operations.
Trained at PwC, which underpins my focus on disciplined capital allocation, governance and credible investor-facing financials.
- Offer: Fractional CFO and Strategic Advisory support focused on decisions that drive funding, growth and valuation:
Fundraising, investor readiness and funding strategy
Financial modelling, runway and valuation
Capital allocation and milestone planning
Decision support at key inflection points (funding, scaling, product / market expansion)
Commercial performance (pricing, margins, unit economics)
Pharma partnership and licensing support (for biotech companies)
Use of data and AI to improve forecasting and decision-making. - Eugene says: “I help leadership teams decide what to fund, what to stop, and how to turn capital into real progress — whether that’s getting to the next round, securing a partnership, or scaling profitably.”
- Try me: linkedin.com
After many years in senior finance roles, I wanted to work closer to where the most important decisions are made — around funding, growth, and investment. In larger organisations, I was often part of complex structures, but the real impact came from working directly with leadership teams on how capital is allocated and which decisions actually drive value. Moving into a portfolio career allowed me to focus on this while also working across a broader range of businesses and situations.
I started by reconnecting with my network and positioning my work around the areas where I could add immediate value, particularly funding strategy, runway planning, and commercial decision-making. Initial conversations were typically with founders or leadership teams facing key decisions around raising capital, scaling, or managing limited resources. From there, engagements developed naturally into ongoing advisory or fractional CFO roles.
One of my early engagements involved helping a leadership team bring clarity to their funding position by aligning their financial model, priorities, and narrative ahead of investor discussions and fundraising. The real impact was not just the model itself, but helping the team focus on what mattered most — which decisions would extend runway and strengthen their position with investors. That clarity translated into a much stronger and more credible funding story.
Along the way, I’ve learned that businesses rarely need more analysis — they need clearer decisions. Whether in biotech or tech, the challenge is often how to use limited capital effectively under uncertainty. Helping teams focus on the few decisions that genuinely move the business forward is far more valuable than building increasingly complex models or reports. I’ve also learned that financial insight only has value if it is clearly communicated, understood, and acted upon.
The portfolio model works because it reflects how many businesses operate today — needing senior financial support, but not necessarily on a full-time basis. It also allows me to stay focused on the areas where I add the most value: funding, capital allocation, and commercial decision-making at key inflection points. By working with a small number of clients, I can remain hands-on while bringing experience from different situations into each engagement.
Looking ahead, my focus is on building long-term relationships with a select number of businesses where I can support funding success, disciplined growth, and meaningful value creation over time. I’m particularly interested in working with teams at critical stages — whether preparing for investment, scaling, or exploring strategic partnerships — where the quality of decisions has a direct impact on outcomes.