Experience
Built in the operating seat.
CFO leadership across health technology, connected products, venture-backed organizations, and founder-led growth companies.
Build. Finance. Transact.
The common thread is financial leadership during periods when the business, the capital structure, and the management system are all changing at once.
Build the finance function
Reporting cadence, forecasting, controls, systems, teams, and decision-ready information.
Finance the strategy
Cash planning, equity and debt processes, investor materials, lender relationships, and diligence.
Guide critical transitions
Board partnership, transaction support, integration, restructuring, and executive decision support.
Across the CFO mandate
Leadership from foundation through transition.
Build
Finance teams, systems, close processes, forecasts, controls, and management reporting.
Finance
Cash planning, equity and debt processes, investor materials, lenders, and diligence.
Guide
Boards, executive decisions, transactions, integrations, and other critical transitions.
Selected transaction experience
Approximately $36 million
in financing execution across equity, debt, and convertible financings for multiple growth companies.
Over $100 million
in aggregate exit value through financial leadership in strategic transactions.
Representative mandates
The situations have varied. The leadership pattern is consistent.
Professionalize finance during growth
Built and led finance capabilities as operating complexity increased, improving the quality and timeliness of reporting while supporting management, capital providers, and the board.
Prepare and execute capital processes
Developed forecasts and financial materials, coordinated advisers and diligence, and managed the financial work required for equity, debt, and convertible financing processes.
Support strategic transactions
Led financial analysis, reporting, valuation support, diligence coordination, and transition work across multiple strategic transactions, including product-line and company sales.
Create discipline when capital is constrained
Used cash forecasts, spending priorities, and board-level decision support to help leadership respond responsibly when capital arrived more slowly than the operating plan assumed.
Range of operating experience
Experience spans pre-revenue ventures, capital-constrained situations, scaled operating businesses, and more than three years inside a publicly traded company following an acquisition. Kelley also brings an earlier-career foundation in public accounting and business valuation, informed by his Connecticut CPA certificate and prior Certified Valuation Analyst experience.