Growing Fast but Flying Blind Financially?

Fractional CFO leadership for companies in the $2M–$10M range that have outgrown their financial systems. I help business owners see exactly what’s driving profitability, cash flow, and growth—and what to do about it.

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See How I’ve Helped

Does This Sound Like Your Business?

Most of my engagements begin when a business owner realizes their financial reports aren’t telling them what they need to know. Revenue is growing, but cash is tight. Margins are slipping but nobody can pinpoint why. Decisions are being made on instinct instead of data.

Common situations include:

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You’re growing revenue but constantly short on cash
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Your financial statements don’t explain what’s actually happening in the business
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Margins are declining and you can’t identify the root cause
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You’re preparing for financing or a transaction and need your financials to be credible
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You’re running on a cash basis and know you need to convert to accrual—but it feels overwhelming
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Operational decisions are being made without real financial visibility
If any of these resonate, you don’t need a full-time CFO. You need an experienced one on a fractional basis who’s solved these exact problems before.

What I Do

Profitability & Margin Analysis

I build analytical models that show exactly where your margins are made and lost—by product, customer, channel, or project. This goes beyond standard financial reporting to give you actionable levers for improving profitability.

Cash Flow Management & Forecasting

I implement disciplined weekly cash forecasting at the risk-adjusted transaction level—not high-level estimates, but a detailed view of what’s coming in, what’s going out, and what decisions need to be made now. For companies on a cash basis, I manage the conversion to accrual accounting, properly aligning deferred revenues with cost of goods sold to create accurate financial visibility.

Financial Reporting & Operational Insight

I design reporting systems that connect operational activity to financial performance. Leadership teams get clear, timely information about what’s driving results—not just what the numbers are, but why they moved.

Financing & Transaction Support

I prepare companies for bank financing and institutional capital raises, from organizing financials and building projections to managing lender relationships. I’ve helped clients secure financing ranging from $500K to $30 million across bank lines, SBA loans, and institutional facilities.

Inventory & Cost Accounting

For manufacturing and product companies, I implement inventory accounting processes that match material costs to the period in which products are sold. This eliminates the distortions caused by expensing purchases as incurred and creates accurate gross margin visibility.

Power BI Analytics & Decision Tools

I develop custom Power BI analytical models—not just dashboards, but true decision-support tools designed to isolate the operational levers that drive profitability and liquidity. These go beyond reporting to answer the question: what should we do differently?

Background

I started my career in corporate finance at two Fortune 50 companies—United Technologies and Atlantic Richfield (now part of BP)—where I learned the financial systems and analytical rigor that large organizations use to manage performance at scale.

From there, I spent more than seven years as a financial leader in private equity portfolio companies, primarily in manufacturing. Private equity demands a specific kind of financial discipline: every dollar matters, every assumption gets tested, and financial reporting has to directly support operational decision-making.

That combination—Fortune 50 systems thinking and PE-level financial accountability—became the foundation for my work with entrepreneurial companies. As a CFO services partner at Tatum (one of the country’s premier fractional executive firms), I began adapting those methods for privately held companies in the $2M–$10M range.

Today, through Growth Guidance Solutions, I work directly with business owners and leadership teams across manufacturing, SaaS, e-commerce, and professional services. The focus is always the same: building financial clarity that supports better decisions and stronger results.

I’m also actively exploring and implementing AI-powered tools for financial analysis and forecasting, bringing emerging best practices into practical use for growing companies.

Experience Includes

Fortune 50 (United Technologies, Atlantic Richfield) • Private Equity (7+ years, Manufacturing) • Tatum CFO Partners • Manufacturing • SaaS • E-Commerce • Professional Services
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Engagement Examples

Manufacturing Financial Stabilization
Stabilized operations for a manufacturing business experiencing declining margins and cash flow pressure.

The company had been expensing materials purchases on a cash basis, which distorted profitability and prevented management from understanding true product margins.

Inventory accounting processes were implemented to match material costs with the period in which finished products were sold. This created accurate gross margin visibility and allowed management to identify the real drivers behind profitability.

Improved financial reporting and operational discipline restored financial visibility and strengthened management decision-making.

SaaS Financial Reporting and Forecasting Platform
A SaaS company had grown to $4M in recurring revenue but lacked financial reporting that accurately reflected business performance. Revenue was recognized on a cash basis, customer acquisition costs were expensed as incurred, and there was no visibility into unit economics by customer cohort.

Implemented accrual revenue recognition aligned with ASC 606 principles, restructured the chart of accounts to separate recurring and non-recurring revenue streams, and built a financial model connecting MRR growth, churn, and CAC payback to cash flow projections.

Leadership gained a clear view of which customer segments were profitable, which were not, and what levers to prioritize for sustainable growth. The improved financial package also supported a successful $3M credit facility.

E-Commerce Profitability and Operational Analytics
An e-commerce business generating $6M in revenue was growing but could not determine profitability at the product or channel level. Fulfillment, advertising, and return costs were tracked in aggregate, masking significant margin differences across the product catalog.

Built a Power BI analytical model that allocated variable costs—including marketplace fees, shipping, advertising spend, and returns—to individual SKUs and sales channels. Created automated reporting that showed true contribution margin by product and by channel on a weekly basis.

The analysis revealed that roughly 30% of SKUs were margin-negative after fully loaded costs. Management used the model to rationalize the product catalog, adjust pricing on key items, and reallocate advertising spend toward the highest-margin products, improving overall gross margin by 8 points within two quarters.

Analytics That Drive Action

Most financial reporting tells you what happened. The analytical tools I build are designed to tell you what to do about it.

Using Power BI, I develop custom models tailored to each client’s business that go beyond dashboards and visualizations.

These are analytical tools designed to isolate the specific operational levers—pricing, product mix, customer profitability, cost structure, inventory turns—that drive profitability and cash flow.

Every model is built to answer the questions that matter most to the business owner:

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Where are we making money?
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Where are we losing it?
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What changes will have the biggest impact?

How I Work With Clients

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Stabilize Cash & Restore Visibility

Most engagements begin by implementing disciplined weekly cash forecasting and rebuilding financial reporting so leadership can see what’s actually happening in the business.
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Build the Financial Infrastructure

This typically includes converting from cash to accrual accounting, aligning revenue recognition with cost of goods sold, implementing inventory controls, and connecting operational data to financial performance.
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Drive Operational Improvement

Once visibility is restored, the focus shifts to margin analysis, pricing discipline, cost control, and building the analytical tools that support ongoing decision-making.
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Transfer Knowledge to Your Team

The objective is to help leadership teams understand the operational drivers behind their financial results and build internal capability that outlasts the engagement.
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Ready To Get Clarity On Your Financials?

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CONTACT

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Ready for Financial Clarity?

630.803.1895
If you would like to discuss how disciplined financial leadership can improve profitability and cash flow in your business, please reach out.