Noel Moses

I spent four years at Deloitte doing work that I genuinely loved — not because it was easy, but because it rarely was. I was an Engagement Financial Advisor, which meant I owned the financial side of client engagements end to end. Budgets, forecasts, revenue recognition, billing, stakeholder reporting — the whole picture. What I didn't expect when I started was how much of the job would be about thinking, not just tracking.

The projects I was trusted with were almost always the complex ones. Multi-year, multi-contract, high-value engagements where the financial structures were layered and nothing quite fit the standard template. I liked that. I'm the kind of person who gets more interested when a problem doesn't have an obvious answer — when you actually have to sit down, understand what's happening beneath the numbers, and figure out a smarter way to present or manage them.

A lot of my value came from building things that didn't exist yet. When I saw a gap — a process that was creating confusion, a reporting blind spot that was making it hard for leadership to make decisions — I'd build something to fix it. Tools, trackers, models. Not because anyone asked me to, but because I could see the problem clearly and I knew how to solve it. More often than not, those tools outlasted me on the project.

The recognition side happened naturally as a result. Won 5 monetary awards. Selected for an exclusive recognition dinner that the firm reserved for its top consistent performers. A Managing Director went out of his way to email India Practice Leadership specifically about my work — that one meant a lot, because it was unsolicited and specific. He didn't just say I did a good job. He described exactly what made the difference.

I've also always been someone people come to when they're stuck — teammates, peers from other teams, sometimes even people senior to me. I think it's because I communicate clearly. I can take something financially complex and make it legible to someone who doesn't live in spreadsheets. That's a skill I've built deliberately and it's shaped a lot of how I work.

Technically, I'm strong in Excel and SQL.

What I'm looking for next is a role where the financial work actually matters to the business — where my analysis reaches decision-makers and where I have real ownership over outcomes, not just outputs. I'm targeting Financial Analyst, FP&A Analyst, and Business Analyst roles.