What I do
In ongoing engagements, I provide hands-on leadership of the financial function. My clients are often at inflection points where CEOs, along with their boards and investors, recognize the need for changes in how the company does what it does. Sometimes this extends to what the company does. I help by building three elements: the team, their processes, and the company’s external relationships. Project-based work often addresses a singular issue from this set, perhaps around a key initiative, a transaction, or distress.
Growth
Process maturity: Scaling and extending financial and operational workflows as the company’s needs grow more complex.
Market intelligence: Testing assumptions against insights and showing the range of possibilities to push the business forward.
Capital markets: Coming to the investment community from a position of strength and cultivating relationships that work.
Boards and investor relations: Moving communications beyond compliance to create value long after funding.
Transformation
Best-of-breed: Upgrading your systems and vendors to top-tier, highly-scalable solutions.
From ideas to operations: Translating data into actionable insights; helping the team pull the right levers to enhance cash flow and profitability.
Streamline workflows: Pushing decision-making closer to the customer and enabling the executive team to focus on leading.
Turnarounds
Organizational alignment: Implementing structure, providing analysis, and addressing uncertainties to foster a shared sense of purpose, especially via budgeting and planning.
Tough conversations: Leading critical strategic discussions and addressing challenges head-on to avoid common pitfalls.
External relations: Bridging the gaps between management, investors, and creditors to reset expectations and move forward.
What I don't do
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Origination
Sales, M&A, and investment targeting (among others) are best served by folks with deep networks in your sector. Having done such work before, I can help hire and supervise these functions. With these resources in place, we can build relationships with intermediaries and support transaction-related workflows.
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Army of one
Fractional support isn't cost-effective for companies that need personal attention to a high volume of transactions. Ordinarily, I manage teams of internal staff along with vendors. I can help you find teammates and partners best suited to specialized tasks (e.g., outsourced bookkeepers).
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In-person
I support limited travel for clients, performing most work remotely. I especially enjoy helping companies evolve their management processes to better capture value from hybrid and fully-remote strategies.
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Regulation
I don't offer investment, legal, tax, accounting, or other regulated advice. I also focus on clients without regulated reporting (e.g., DCAA, unions). My network includes many professionals who are experts in these areas; I'm happy to make introductions.