CFO case · HousingAnywhere · 2023–2025
HousingAnywhere: from negative EBITDA to profitable growth
As Group CFO, the mandate had two simultaneous dimensions: fundamentally improve the economics and professionalise Finance, Legal and IT so growth, acquisitions and governance could continue on a stronger platform.
Case updated 3 August 2026.
Context
HousingAnywhere was an international digital marketplace at a stage where sustainable growth, efficiency and further platform development had to happen together. Erik joined as CFO in 2023; the appointment was publicly announced by both HousingAnywhere and CFO.nl.
The finance agenda therefore went beyond accounting or fundraising. The challenge was to connect commercial economics, cost base, forecasting, governance and organisation into one CFO agenda.
1. Start with the economics: growth quality and cost discipline
The performance reset combined cost-structure redesign with sharper commercial ROI and pricing. The objective was not simply to cut cost; it was to create a model where growth again added economic value.
Zero-Based Growth helped link commercial spending and organisational choices more explicitly to return, shifting the conversation from historic budget entitlement to expected growth or retention impact.
Accelerate growth through stronger resource allocation and commercial focus.
Redesign cost structure, pricing and accountability so growth becomes more profitable.
Use forecasting and dashboards to act faster on economics and risk.
2. Financing and M&A capacity
During the CFO tenure, €26m of debt financing was secured to support acquisitions and growth. HousingAnywhere publicly announced one component: an €8m venture-debt facility with BNP Paribas in October 2023.
This distinction matters: the public BNP transaction is a disclosed component of the broader financing track record, not a competing figure.
The CFO scope also included financial due diligence, acquisition support and integration work.
3. Build a finance platform for the next phase
A turnaround driven only by individual interventions is not durable. Alongside P&L improvement, Finance, Legal and IT were strengthened, internal controls tightened and forecasting/dashboards modernised.
The goal was higher decision velocity without losing governance. The first clean EY audit was a concrete signal that control and documentation had matured.