Fractional CFO leadership,
built for your next stage of growth.

A company at Series B usually doesn't need a full-time CFO yet — but it absolutely needs CFO-level thinking. What separates the businesses that scale cleanly from the ones that hit financial walls is usually this: someone in the room who's done it before.

I'm a fractional CFO who has run the finance function for divisions and companies through two IPOs (ThredUp, Leapfrog) and a $1B+ capital line of business at Dolby Laboratories. For a small or mid-market company, I'm a complete finance function. And on top of the standard CFO toolkit — planning, cash, close, go-to-market and sales finance — I bring depth in the areas that quietly decide margins and growth: SaaS & subscription economics, including the compute and cloud costs underneath them; product finance — R&D, product P&L, and gross-margin management; and supply chain & operations — the costing, inventory, and logistics layer beneath the P&L. Every engagement is reported to board, investor, and lender standards.

A thread runs through all of it: I build the workflow, not just the deliverable — repeatable and auditable, not a one-off spreadsheet that only works once. At Palo Alto Networks I drove a ~20% reduction in MDR and MTH managed-services compute spend by reconciling open tenants against customer-paid contracts and permitted usage — through business-partner interviews and deep Tableau analysis — and recovered $1.7M in supply-chain balance-sheet cash in 90 days through found inventory, return-to-vendor recovery, and unconverted Try & Buy. I'm completing an MBA in AI Product Management alongside this work, bringing modern tooling to finance processes that used to be manual and one-off.

Across a 30+ year career — including 15 years in senior finance and operations roles at Poly (formerly Plantronics), where I was a President's Award recipient among 3,500+ employees — I've learned that the businesses that scale best are the ones whose finance leader actually understands what's being built, not just what it costs.

Working with me means a partner who's been through IPOs, capital deployment at scale, and hands-on product, compute, and supply-chain cost builds — not a consultant who's only read about them.