Ran finance from pre-revenue to a $300M exit, then led FP&A across a $1.5B+ portfolio.
My work has been in businesses where hardware, subscriptions, channel partners and acquisitions have to work together. I built finance and operations alongside a founder CEO, led the raise and carried the company through its sale, then led FP&A across a twelve-company portfolio inside a public company. I'm looking for an operations-focused CFO seat where that combination matters.
Building finance, hardware economics and an integration.
Building finance through a $36M raise and $300M sale
Pre-revenue, with no finance function. I built finance, HR, legal and operations, led the $36M Series C, and ran the NetSuite build, the Deloitte audit and the buyer's diligence as one project in the sale year.
Read the caseHardware margin, inventory risk and partner economics
The forecast had to be good enough to order against before we could negotiate with vendors, and a major reseller needed pricing it could explain to its own customers.
Read the caseFunding and sequencing Openpath's integration
After the deal there was no integration office for Openpath. For four years I carried the decisions between sales, product and finance, funding the work and sequencing the changes so the business kept growing.
Read the caseOne more on the Work page: establishing recurring-revenue accountability across 120+ businesses.
I give people the context to make a recommendation, the ownership to carry it through, and the chance to present it to the leaders who decide.
From 2024 to 2025 my team ran six quarterly reviews with senior vice presidents. The analysts presented their own recommendations. We did a dry run together beforehand and looked back at what worked afterward, and one of them was promoted twice.
I've led teams through bringing AI into their work, and built with it myself. It takes on the tasks so people can spend their time on communication, decisions and accountability. How I use it
Leaders sent proposals to him to be pressure-tested before a decision, because his questions exposed what had not been thought through.
He moved work across functions he had no authority over, and could see a broken process from the other side of the table.
He gave real ownership, put strong people in front of senior executives, and made it safe to disagree with him.
Outside work, I live in Park City with my wife and two kids, and I am usually outside: skiing in the winter, on the river or in the garden in the summer.