SERVICES
Three ways in. One standard of judgment.
Every engagement is senior-level work — the difference is where your business needs it pointed.
Fractional CFO
The judgment layer, without the full-time cost
A full-time CFO does a thousand things that have nothing to do with senior judgment. You should not pay a senior person to do them.
Your bookkeeper tells you what happened. Your controller tells you whether it is accurate. Your CFO tells you what it means — and what to do next.
Here is what a month actually looks like:
- The close — read the way a doctor reads a chart. Are the numbers telling the truth, and is there a decision buried in the variance?
- Cash — a rolling view of burn and runway, so danger shows up six months out instead of six weeks out.
- The board — a forecast that holds up to scrutiny and a deck that tells the real story without hiding the risk.
- The big decisions — an M&A target, a data center build, a venture debt facility, modeled so you see what you are actually choosing between.
- The horizon — a covenant, a tax bill, a diligence request, caught before it becomes a fire.
M&A & Exit Readiness
Deals don’t die in the boardroom. They die in the data room.
If your financial infrastructure is held together by spreadsheets and hope, a sophisticated buyer or lender will find the cracks.
I led a $40M raise to acquire a 110-year-old construction firm and have closed 50+ transactions across industrial construction, IT infrastructure, fintech, and consumer brands. The pattern is always the same: the companies that survive diligence are the ones that built the infrastructure before they needed it.
If you are planning a capital event in the next 12–18 months, the time to clean up the data room is now — not when the Letter of Intent arrives.
- Quality of Earnings (QoE) preparation that withstands audit scrutiny
- Integration planning before the ink is dry
- Deal structuring that protects the founders, not just the buyers
- A data room that matches the story on every slide — not just slide nine
Field-Ops & Industrial Finance
If your business rolls trucks, your P&L is lying to you
Standard accounting is great for software companies. When you dispatch crews to build data centers, repair heavy equipment, or install hardware globally, GAAP financials don’t tell you how to run the business.
I’ve built financial models for companies deploying hardware across 47 countries and managed the finances of complex industrial fueling contractors — including a $73.8M backlog where the margin was buried in the job costing.
Your bookkeeper can tell you what you spent on fuel and payroll. A strategic CFO tells you which routes are profitable, which service lines to cut, and how to double your bonding capacity without diluting equity.
- True burdened labor rates, including the unapplied time
- Vehicle and equipment utilization (if that Bobcat isn’t billing, it’s bleeding)
- First-time fix rates and the hidden cost of the return trip
- WIP reporting that reflects reality, not just billing milestones
- Backlog health and bonding-capacity strategy
Not sure which door?
Book the call. If you’re earlier than you think, I’ll tell you so — that’s the job.
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