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.
Four ways to work together. Each built for a specific situation. All focused on execution, not advice.
"The deal closed. Now the real work starts."
The 90 days after close are where acquisitions are won or lost. Two finance teams. Two ERPs. Two cultures. A board that wants Day 1 reporting that doesn't exist yet. A PE sponsor who needs to show the LP committee this was the right call.
Most people who help with integration have advised on it. I've run it — as the CFO who had to sign the financials, answer the board's questions, and make the combined entity work. 80+ times. I know what breaks before it breaks.
I also have a JD. I've negotiated the reps and warranties and then had to live with what I signed. That's a different kind of preparation.
Your PE sponsor just closed and the integration is already behind. Your management team has done one acquisition and is about to do their fifth.
"The CRO says revenue is up. The CFO says cash is flat. Nobody can explain the gap."
This is one of the most common and most expensive problems in PE-backed SaaS — and it almost always lives in the same place: the broken handoff between how you sell, how you bill, and how you collect.
I've rebuilt this system 15+ times. Not mapped it. Rebuilt it. Salesforce to billing platform to revenue recognition to cash. I know every place money disappears and I know how to close the leak without blowing up the quarter.
Your ARR and your cash don't reconcile. Your revenue recognition is a quarterly fire drill. You just acquired a company and their billing system is a spreadsheet.
"Most board members have opinions. I have experience."
Three public company CFO roles. Four public company Audit Chair roles. 80+ acquisitions. 40+ earnings calls. Big 6 background. JD.
I've sat on the other side of the table — I know what management presents to the board and what they leave out. I know what a nominating committee should be looking for before a liquidity event. I ask the questions your management team hopes no one asks.
This is a standalone engagement, separate from CFO work. PE sponsors use this path specifically to add credible financial oversight to portfolio company boards without disrupting the operating team.
You're a PE sponsor filling a board seat before an exit. Your current Audit Chair has never run an operating company. Your board has been surprised before. You need someone who can both find the problem and understand how to fix it — not just flag it.
"You don't have a CFO problem. You have a pattern recognition problem."
Most of what goes wrong in PE-backed companies has happened before — at a different company, in a different sector, with a different management team. The problem looks new. It isn't.
I work with PE firms as a retainer-based operating partner across multiple portfolio companies. Not quarterly check-ins. Real operating coverage — the kind where I walk into a portfolio company, diagnose the actual problem (which is usually not the stated problem), and fix it. AI implementations that have stalled. Finance teams that can't scale. CFO hires that aren't working out. Numbers that don't add up.
25 companies. 80+ deals. AI-native. Available now.
You're a mid-market PE firm that needs senior finance operating coverage without adding headcount. You've been burned by advisors who gave you frameworks instead of answers.
Real feedback from finance leaders and board members who've worked with Brad.
"Brad has a strategic breadth which he combines with rigorous financial discipline in a way that is rare among CFOs. He maintains a holistic view across the business, which makes him a highly effective partner to CEOs, boards, and investors."
Harm Radstaak
Board Member & C-Level Executive | Driving Growth, Transformation & Value Creation
"One of his most significant accomplishments was his leadership in developing and implementing a unified ERP system that integrated multiple business units under the Elm Street banner."
Mitchell Fanning
Chief Growth Officer • GTM Operating Advisor • Fractional CMO
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. Nine of those are documented in full on the Impact page — real numbers, real companies, real outcomes. 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.
Yes. Engagements are retainer-based and designed for companies under $500M — not Big 4 pricing for Big 4 overhead you don't need. The goal is to give you senior-level financial leadership at a cost that makes sense for your stage.
Yes — and this is a distinct buyer. PE sponsors use this path specifically to add credible financial oversight to portfolio company boards. I've served as Audit Committee Chair at four public companies and as CFO at three. I know what management presents to the board and what they leave out. I know what a nominating committee should be looking for before a liquidity event. This is a separate engagement from CFO work, with its own scope and structure. If you're filling a board seat, this is the conversation to have.
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