Fractional CFO and financial operations leadership for founder-led businesses.
Get clear visibility into cash and financial performance, with steady financial leadership to support you as your business grows and decisions become more complex.
I work with founder-led companies in the $2M–$30M revenue range as a Fractional CFO and senior financial and operational leader.
Our work together will focus on cash flow visibility, reporting that supports clear decisions, and defining key performance indicators that reflect how the business actually operates as teams, revenue, and complexity increase.
I bring deep operational experience to financial leadership, using an understanding of how the business runs to inform better financial decisions.
This work is a fit for founder-led companies that are growing faster than their financial and operational infrastructure.
Revenue is in the $2M–$30M range and growth has added real complexity
The business is operationally active, but financial visibility is lagging
Cash is not fully predictable month to month
Reporting exists, but it does not clearly explain what is changing or why
Key performance indicators are unclear, inconsistent, or not tied to how the business actually runs
The founder is carrying too much of the financial reasoning alone
Decisions about hiring, spend, or growth feel higher-risk than they should
This is a good fit if your business needs financial leadership rather than transactional finance support.
What I Do
Financial assessment and clarity
I begin with a structured review of financial statements, reporting practices, and cash flow to establish an accurate picture of how the business is performing and where gaps exist.
Financial forecasting, FP&A, and financial modeling
I build forecasts and financial models that connect revenue, margin, staffing, and spend. This includes scenario modeling to support planning, capital allocation, pricing decisions, and growth.
Finance processes and finance function support
I strengthen core finance processes, including the close, billing and collections, controls, and coordination between finance and operations. I also support collaboration with bookkeepers, accountants, and internal finance staff.
Cash flow management
I begin with a structured review of financial statements, reporting practices, and cash flow to establish an accurate picture of how the business is performing and where gaps exist.
Pricing strategy and profitability analysis
I analyze pricing, margins, and unit economics to clarify profitability drivers and identify opportunities for improvement.
Risk, transition, and long-term planning
I support risk assessment and planning related to growth, leadership transitions, succession, and exit considerations, with attention to financial readiness and implications.
Financial reporting and key performance indicators
I design consistent financial reporting and define key performance indicators that reflect how the business actually operates, making it easier to see what is changing and where attention is needed.
Operating rhythm and execution support
I help establish financial review cadences and routines that support decision-making, align teams, and strengthen execution over time.
Founder decision support
I provide ongoing financial leadership and decision support, helping founders and leadership teams evaluate options, understand tradeoffs, and move forward with clarity.
About
For the past 25 years, I have worked with more than 250 founders as they navigate the challenges and complexity of growing a business. Building and leading my own companies gave me firsthand experience of that journey, including uncertainty, pressure, and the weight of decision-making as the business evolves.
I am passionate about helping founders focus on what they do best, knowing that financial management and core processes are handled, especially when they feel pressure to do everything themselves.
I work as a Fractional CFO because financial leadership is central to a company’s success, yet many growing businesses are not ready for a full-time CFO. In those cases, financial oversight, modeling, and decision support fall to the founder as complexity increases. That gap is where my work is most effective.
I am direct, thoughtful, and practical. I help leaders understand what is happening in their business, what options are available, and what tradeoffs each option carries. I typically work with founders when complexity has outpaced existing infrastructure and stronger financial leadership is needed to support the next stage of growth.
For over two decades, I have stepped into messy, under-structured businesses to build systems, financial clarity, and operational discipline. I have deep experience with the financial chaos that comes with growth and the operational breakdowns that can appear at scale. My background includes leading multiple rounds of fundraising, managing investor relations, and guiding the financial and operational direction of founder-led companies.
I approach financial analysis with a clear understanding of how the business runs, including staffing, workflows, capacity, and incentives. This ensures recommendations reflect reality rather than theory.
If this resonates, lets’ explore working together.
FAQs
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A Fractional CFO is helpful when a business is growing and financial complexity has increased, but a full-time CFO role is not yet necessary. This often shows up as cash flow issues, low financial visibility, inconsistent reporting, uncertainty about how the company is performing, and a lack of processes and systems that support steady performance.
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Bookkeeping and accounting focus on recording and reporting historical financial information. My role is financial leadership, which focuses on cash visibility, reporting that supports decision-making, financial modeling, and helping founders plan ahead around funding and strategy.
An easy way to understand the difference is that accounting and bookkeeping are responsible for creating accurate and reliable reports. Financial leadership is responsible for interpreting the numbers, understanding trends, identifying issues, and developing solutions, which often involve operational analysis.
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Engagements typically begin with a discovery period where I conduct a full assessment to understand the financial and operational realities of the business. From there, I provide findings and recommendations, and together we create a plan to implement solutions.
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Time commitment depends on the stage and complexity of the business. Most engagements involve a consistent monthly cadence, with additional time during periods of growth, transition, fundraising, or increased complexity.
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No. I do not manage day-to-day operations or replace internal roles. I work with existing team members and external partners to implement the actions needed to strengthen financial structure, reporting, and decision-making without adding unnecessary overhead.
That said, as part of the team, I am always available for questions and problem-solving.
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A full-time CFO role usually makes sense when the business has reached a level of scale and complexity that requires a permanent executive presence. Part of my work is helping founders understand when that transition is appropriate and what needs to be in place beforehand.
I also offer assistance with recruiting, placing, and training a full-time CFO as needed.