Services
Senior finance leadership matched to the moment.
Focused support for cash, forecasting, boards, capital, and complex decisions, built around a capable accounting foundation.
01 · DEFINE
Financial clarity diagnostic
A focused review of cash and runway, forecasting, reporting, financing readiness, and priority risks, ending with a practical 90-day action plan.
02 · LEAD
Ongoing fractional CFO
Forecasting, cash and runway management, KPI and board reporting, CEO decision support, finance-team leadership, and capital planning.
Typically structured around an initial three-month term and an agreed weekly commitment.
03 · EXECUTE
Financing & transaction support
Strategic and financial execution for equity, debt, and lender processes, plus separately scoped support for diligence, M&A, and integration.
A senior-finance mandate, with clear boundaries.
Engagements do not include bookkeeping, routine transaction processing, tax-return preparation, attest services, broker-dealer activity, or promises of capital introductions or successful funding.
What the first 90 days can establish
Move from financial questions to a working management rhythm.
FIRST 30 DAYS
Understand and prioritize
Assess cash, forecasts, reporting, the finance team, financing commitments, and the decisions creating the most risk or urgency.
DAYS 30–60
Create decision visibility
Put a credible cash and operating forecast in place, define key metrics, and establish an executive reporting cadence.
DAYS 60–90
Build repeatability
Clarify ownership, strengthen processes, make board reporting repeatable, and align the finance roadmap with the company’s priorities.
The sequence is adapted to company stage, urgency, and the quality of the underlying accounting foundation.
Board & strategic advisory
A less embedded role. The same independent judgment.
Separately scoped board or advisory work may fit companies that have management and finance leadership in place but would benefit from an experienced outside perspective.
Financial governance
Challenge forecasts, reporting, risk visibility, controls, and the financial information provided to the board.
Capital and operating choices
Test assumptions around runway, capital allocation, financing strategy, growth priorities, and management’s proposed tradeoffs.
Transitions and special situations
Provide an experienced sounding board during leadership changes, financings, strategic reviews, transactions, and other consequential moments.
Board and advisory roles are evaluated individually for fit, independence, conflicts, time commitment, and the authority expected of the role.