§ 02 — My approach

  
  My work centers on three areas, implemented without adding unnecessary overhead.

01

Understand actual performance

Structured analysis and reporting that reveals how the business is really performing — beyond the top line.

02

Build models that show tradeoffs

Financial models connecting revenue, margins, staffing, and spending so decisions can be made with clarity.

03

Strengthen the infrastructure

A plan for financial systems and decision‑making practices, implemented with your existing team and partners.

§ 03 — What founders say

01 / 06

Results in the founders' own words.

"Working with Ana over the past few years has been a game changer. She brought real structure to our business — weekly huddles, clear cash flow tracking, and full visibility into our pipeline. Beyond that, her insight helped us create new revenue streams we hadn't considered. She delivers real results."

Eric Martinez — CEO, Nexus Electrical Group

§ 04 — About

Twenty years of finance leadership, brought to your business at the level you need.

I have spent over twenty five years working with founders and leadership teams through periods of significant growth and transition. I have led fundraising processes, guided companies through acquisition and exit, and built financial infrastructure in businesses scaling from early growth to exit. My strength is stepping into complex financial and operational situations, bringing clarity, and implementing the systems and practices that support better decision-making at the leadership level.

I built Garden Bar, the Northwest's first fast casual salad concept, grew it to nine locations in less than five years with 600% revenue growth, and led the company through a full acquisition process, overseeing due diligence, financial preparation, deal negotiation, and post-close transition. That exit gave me direct experience of what it takes to build a company that is financially and operationally ready to sell, and what the process demands of the founder going through it.

"I approach financial analysis with a deep understanding of how the business actually operates, including staffing models, workflows, capacity constraints, and incentive structures."

That perspective is what separates financial analysis from financial leadership. I am direct, practical, and focused on what actually gets implemented. I have built, scaled, operated, and exited companies, and that experience is present in every engagement I take on.

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§ 04 — common questions

Questions founders ask.

I begin with a structured assessment of your financial records, reporting practices, and cash flow to understand how the business is actually performing. From there, I provide findings and recommendations specific to your situation. We then work together to prioritize and implement changes. The goal is to move quickly from diagnosis to action.
Engagements typically involve a consistent monthly cadence. Additional time is allocated during periods of growth, fundraising, transition, or when specific decisions require deeper analysis. We establish the commitment level upfront based on your stage and complexity.
I work with your controller, bookkeeper, accountant, and other advisors as part of the team. I do not replace internal roles. My focus is on strengthening how financial information flows to leadership and how decisions are made from that information. I coordinate with existing partners to ensure alignment and avoid duplication.
The first phase is assessment and diagnosis. I will review your financial systems, understand your business model and operations, and identify gaps in reporting or decision-making infrastructure. By the end of this period, you will have clear findings and a prioritized plan for what needs to change and why.
Initial engagements are structured as a three-month project. During this time, I conduct a full assessment of your financial situation, identify gaps, and develop a prioritized plan forward. If we decide to continue working together after that period, we move to a monthly retainer based on the scope and complexity of the ongoing work.

— Get in touch

If this resonates, let’s explore working together.

Start a Conversation

— Fractional CFO Practice

Financial leadership for growing companies.

— Two ways I work

I work with founders and leadership teams in two distinct ways, depending on the stage of the business is and what you need next.

Ongoing financial leadership for established businesses.

A working understanding of your financials.

For founders and owners running growing businesses where financial decisions have become more consequential.

My work centers on three areas, implemented without adding unnecessary overhead.

Results in the founders' own words.

Twenty years of finance leadership, brought to your business at the level you need.

Questions founders ask.

— Get in touch

If this resonates, let’s explore working together.

— Fractional CFO Practice

Financial leadership for growing companies.

— Two ways I work

I work with founders and leadership teams in two distinct ways, depending on the stage of the business is and what you need next.

Ongoing financial leadership for established businesses.

A working understanding of your financials.

For founders and owners running growing businesses where financial decisions have become more consequential.

My work centers on three areas, implemented without adding unnecessary overhead.

Results in the founders' own words.

Twenty years of finance leadership, brought to your business at the level you need.

Questions founders ask.

01 - How do you approach an engagement?

02 - What is your availability?

03 - How do you work with existing finance teams and external advisors?

04 - What should I expect in the first 90 days?

05 - How is pricing structured?

— Get in touch

If this resonates, let’s explore working together.