Financial Leadership for Growing Companies
I help founder-led businesses eliminate financial overwhelm, learn their numbers, and make confident decisions to increase profit and grow with success.
The Situation Many Founders Reach
The business is growing, but the financial information you need is inconsistent or incomplete.
You receive financial reports, but they do not clearly answer your questions.
Cash is moving through the business, yet you can’t get a handle on timing and predictability.
You do not know if your margins are where they should be, and you cannot identify what needs to change.
You have a bookkeeper and an accountant, but they are not translating the numbers into operational decisions.
You are not sure if you should consider outside funding, bring investors or how to go about the next steps.
This work is a fit if your company is growing faster than your financial infrastructure
Revenue is in the $2M–$30M range and growth has added real complexity
You lack reliable financial systems that support decision making
You have limited clarity around margins, performance, cost structures, or long term financial direction.
A significant decision is approaching, such as raising capital, restructuring ownership, acquiring another business, or preparing for a sale
Key performance indicators are unclear, inconsistent, or not tied to how the business actually runs
You are still responsible for too much of the financial analysis, which limits the quality and speed of decisions
Decisions about hiring, spend, or growth feel higher-risk than they should
You need a strong financial perspective when making strategic and operational decisions
This is a good fit if your business needs financial leadership rather than transactional finance support.
What this means in practice
Financial leadership in a growing company centers around a small number of areas that determine how clearly the business understands and manages its financial performance
Financial Assessment and Reporting
A structured review of financial records, reporting practices, and cash flow to establish a clear picture of how the business is performing.
Includes correcting reporting gaps, improving the reliability of financial information, and ensuring performance can be tracked consistently.
Financial Modeling and Forecasting
Financial models that connect revenue, margins, staffing, and spending in a single operating view.
These models are used to evaluate hiring plans, pricing changes, expansion opportunities, capital needs, and other strategic decisions.
Cash Flow Planning
Forward visibility into the movement of cash so timing, risk, and operational decisions can be managed with fewer surprises.
This includes building a cash model tied to the operating rhythm of the business and identifying seasonal or structural gaps that affect liquidity.
Profitability and Pricing Analysis
A detailed look at where the business is actually generating margin and where it is losing it.
This work examines unit economics, service or product margins, cost drivers, and pricing structure so decisions about growth and pricing are based on real data..
About me
For more than twenty five years I have worked with founder-led businesses as both an advisor and an operator, focusing on the financial and operational decisions that lead to a stable and profitable growth.
I have helped more than eighty small and mid-sized companies and over two hundred fifty founders throughout my career, from financial analysis and operational infrastructure to the practical challenges founders experience as their businesses grow.
My strength is stepping 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 when we scale.
My background includes leading multiple rounds of fundraising, managing investor relations, and guiding the financial and operational direction of founder-led companies, including exits and acquisitions.
I approach financial analysis with a clear understanding of how the business runs, including staffing, workflows, capacity, and incentives.
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 have built, scaled, operated and exited companies, and I bring that hands-on perspective into every engagement
If this resonates, lets’ explore working together.
FAQs
-
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.
-
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.
-
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.
-
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.
-
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.
-
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.