Three ways to work together.

The lines blur in practice. Most relationships start as one and become another.

Fractional CFO

For companies between roughly $5 million and $50 million of revenue that have outgrown a bookkeeper and are not ready to carry a full-time CFO. I take the seat. That means the board or lender relationship, the plan and the forecast, the audit when it comes, the financing when it comes, and the daily judgment calls in between. A flat monthly fee, no equity, no benefits, no hourly meter. Engagements run 18 to 36 months and end in a handoff.

Operating partner

For venture and private equity sponsors who need a finance operator around a transaction. Before the deal, I give you an operator's read on the business and its numbers, so you underwrite the company that exists rather than the one in the CIM. After the deal, I make the operator ready, which usually means a 100-day finance plan, a reporting package the board will accept, and a hiring plan for the finance team. I have sat on six boards across PE, VC, and family office investors, so I know what the package needs to look like from the other side of the table.

Consulting

For the problems software cannot solve. A founder and an investor who disagree about strategy. A board that cannot tell whether the company is solvent. A CEO who wants an outside read before a sale process or a board meeting. A decision about whether to buy, sell, or build. The work is part analysis and mostly conversation, getting the people in the room to see possibilities they could not see from inside and to agree on an outcome. Fixed fee, scoped in writing, usually two to eight weeks.

Who this is not for

Companies under about $3 million of revenue, which need a good bookkeeper and a part-time controller more than they need me. Businesses that run on manual processes and intend to keep it that way. Companies that want a CFO to track the business rather than change it.