A trusted advisor for CFOs, private equity sponsors, and corporate leaders navigating complex transformations.
"Fractional CFOs do tasks. I solve problems."
I partner with leaders who need more than advice—they need an operator who's been there.
The Office of the CFO has evolved from back-office function to strategic driver of enterprise-wide initiatives. I partner with CFOs on complex, transformational initiatives and day-to-day operational improvements—bringing the ideas, practices, and know-how to solve your most pressing business challenges.
Creating value throughout the investment lifecycle requires a trusted operator who understands the investment thesis. As an extension of your team, I drive scalable operational enhancements for maximum deal value—from acquisition through exit.
The Office of the CFO has evolved from back-office function to strategic driver of enterprise-wide initiatives. I partner with CEOs on complex, transformational initiatives—bringing the ideas, practices, and technical know-how to solve your most pressing business challenges.
Most board members have opinions. I have experience—three public company CFO roles, 80+ acquisitions, 40+ earnings calls. I ask the questions your management team hopes no one asks. I've sat on investment committees talking about investment thesis. Take it or leave it.
Integrated solutions across finance, operations, and technology—powered by 30+ years of hands-on experience.
Transform how your finance function operates—from reporting results to enabling decisions in real time.
Manage transaction lifecycles for maximum deal value and minimum risk.
Accelerate enterprise performance through people-led digital transformations.
Three engagement models designed for different situations. All focused on long-term partnerships, not quick fixes.
Your CFO just left. Your PE sponsor is asking questions you can't answer. Your board is nervous. I've stepped into this situation dozens of times. I'll come in, do a 30-day assessment of your entire business—finance function, procedures, systems, talent management, org structure, corporate governance—and then we'll work on it together.
You have a finance team. They're capable. But you're facing something they've never seen—an acquisition, a capital raise, a system implementation that's gone sideways. I come in and look at your whole business and figure out what you need to do.
I've sat on investment committees talking about investment thesis. I ask the questions your management team hopes no one asks. Three public company CFO roles, 80+ acquisitions, 40+ earnings calls.
There's a whole plethora of fractional CFOs out there who do tasks. That's not me.
My skill set is coming into your business and saying: let me look at your whole business and figure out what I think you need to do. Not just the numbers—the strategy, the people, the operations.
I've been CFO and COO of about 25 different businesses. I've looked at hundreds of businesses to acquire, acquired over 100, and integrated over 100. I know what works because I've done it.
I give honest, direct advice that clients may resist but ultimately need. At the end, you can take it, leave it, throw it away—whatever you want to do with it. But you'll know what needs to change.
Common questions from PE sponsors and CEOs
Fractional CFOs typically handle tactical tasks—cash flow statements, monthly closes, basic reporting. I look at your whole business: strategy, operations, talent, governance. I'm not here to do tasks. I'm here to figure out what you need to do and help you do it.
I'm not looking for two-week gigs. Interim CFO roles typically run 6-18 months. Strategic advisory depends on the project—an M&A deal might be 3-6 months, a system implementation 6-12 months. I want long-term partnerships, not quick fixes.
I focus on the lower middle market—companies under $500M in revenue. These are typically PE-backed technology and SaaS companies. Big enough to have real complexity, small enough that one person can make a real impact.
Technology and SaaS are my sweet spot, but I've been CFO across many industries—financial services, healthcare IT, security, environmental services. The common thread is PE-backed companies going through growth or transformation.
If your CFO just left or you don't have one, you need interim. If you have a capable team but face something they've never seen—a major acquisition, capital raise, or system failure—you need advisory. We can figure out which fits in our first conversation.
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