How I Work

Two engagement models. Both deliver the same unentangled CFO-level perspective.

OFFERING 1 — RAPID CLARITY ENGAGEMENT

Find the root cause. Clear the path. 48 hours.

Fixed fee. Founder-led. Structured to stay below procurement thresholds as part of your discretionary budget.

Applies to any finance challenge- close cycle, ERP friction, transformation, operating model, performance management, reporting, or any other situation requiring expert direction fast.

You receive on Day 2:

  • Baseline performance report— People, Process, Technology, Culture

  • OIR Matrix— Observation, Implications, Recommendations

  • Prioritized roadmap with phased sequencing and clear accountability

  • Board-ready executive summary

  • Scoped next steps and engagement options

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OFFERING 2 — CFO ADVISORY RETAINER

CFO Advisory Retainer

Ongoing CFO-level perspective. On your terms.

Flexible engagement. No minimum. Engage as your situation requires.

For CFOs who need a trusted outside perspective on a sustained basis — without spinning up a full consulting program.

What it provides:

  • Continuous decision support and oversight

  • Independent pressure-testing — no vendor agenda, no consulting optimism bias

  • Strategic guidance across transformation, technology, operating model, and reporting

  • Resue support when programs go off-track

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Where I Work

Both types of engagements apply across the full scope of CFO responsibility

  • The first hundred days set the tone for your entire CFO tenure. Missteps here are costly — in credibility, in execution, and in board confidence. I help new CFOs chart a deliberate course, avoid common pitfalls, and establish momentum from day one.

    • Rapid assessment of finance team capabilities, gaps, and risks.

    • Prioritization of critical deliverables for board, CEO, and investors.

    • Development of a 30-60-90 day action plan with clear milestones.

    • Independent perspective on transformation, ERP, or reporting issues inherited on day one.

    • Establishing trusted communication rhythms with leadership and the board.

    • Identifying quick wins that build confidence while keeping eyes on long-term priorities

  • When capital, leadership, and execution collide, finance has to lead with clarity.

    • Align transformation portfolios to strategy, avoiding duplicated effort or wasted investment

    • Sequence priorities with leadership so momentum isn’t lost in competing agendas

    • Translate board-level ambitions into executable agendas

  • ERP and system transformations succeed or fail on the strength of CFO oversight.

    • Keep vendors and integrators honest- free from scope creep and optimism bias.

    • Pressure test design choices against reality.

    • Safeguard go-live readiness where failure is visible and expensive.

  • Finance must be built to scale, integrate, and operate without friction.

    • Guide shared services design, outsourcing, and COE strategies.

    • Rebuild spans, layers, and workflows to balance efficiency with control.

    • Ensure integrations and reorganizations stick instead of unraveling.

  • The value of finance is measured in the quality of its insight, not the volume of its reports.

    • Refocus KPIs and management packs on the decisions they’re meant to drive.

    • Simplify dashboards and reporting cycles to reduce noise and increase speed.

    • Elevate board prep to protect CFO credibility in high-stakes moments.

  • Sometimes what’s most valuable isn’t building — it’s saving.

    • Stabilize troubled initiatives before they spiral into failure.

    • Reset governance, escalation paths, and decision rights.

    • Deliver 30-60-90 day recovery plans that restore momentum and confidence

Not sure where to start?

A 20-minute conversation is enough to know which engagement fits.

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