Every engagement is different. These are the kinds of situations we step into, what we do once we're there, and what changes as a result.
Client names are withheld. Details are representative and shared with care for confidentiality.
An early-stage company with a founder-run finance function had no reliable monthly close, and board reporting was assembled by hand each quarter. It needed the whole function, not a CFO alone — but couldn't justify five full-time hires or the overhead of five separate vendors.
Started with the close: designed the process, stood up AP and cash reporting, and staffed controller-level support. Then expanded to the full operating team under one agreement — CFO, controller, accounting manager, AP and procurement, and payroll — with one close calendar, one set of controls, and hours scaled to the company's stage.
A monthly close that lands on schedule, a board package built from the books, and a finance department that runs as a unit at a fraction of full-time cost — with the option to hire into any seat when the time is right.
A venture-backed biotech needed to raise its next round and had no one to run the process — leadership was consumed by the science and the clinic.
Ran the raise end to end: built the investor target list, led outreach and first meetings, rebuilt the operating model and financial narrative, managed the data room and diligence, and worked alongside the CEO and counsel on terms.
The CEO stayed on the program while the process moved. Investor conversations came with a defensible model and a clear story on runway and use of proceeds.
A clinical-stage company had outgrown its startup payroll setup as headcount grew across multiple states. Compliance obligations were accumulating faster than anyone was tracking them.
Led provider evaluation and selection, ran the implementation, and set up multi-state registrations and filings. Defined the go-forward approach for W-2 employees versus contractors so the question wouldn't come up hire by hire.
Payroll now runs on a predictable cadence with compliance handled in-system, not from memory.
A finance team wanted to use AI tools in close, reporting, and forecasting without introducing control or confidentiality risk.
Mapped the existing workflows, identified where AI adds leverage and where it doesn't, and set governance rules for data handling and what stays manual.
A phased roadmap the team could act on immediately, with guardrails leadership could explain to the board.
A company between finance leaders faced board reporting, an audit, and a budget cycle with no one in the seat.
Stepped in as fractional CFO, ran finance through those cycles, and supported the search and transition for the permanent hire.
Continuity through the gap and a clean handoff: no restarted audit, no missed board cycle.
If one of these looks like where you are, let's talk.
Schedule a Conversation