Strategic Finance and FP&A Consulting
Planning, Forecasting, Analysis and Financial Decision Support
I work with Boards, C-suite leaders, founders and investors when financial clarity and credibility matter.
My role is to provide experienced leadership across planning, forecasting and financial decision-making, ensuring EBITDA, cash flow and strategic narratives are consistent, defensible and decision-ready as stakes increase.
Where I Help
Engagements are typically initiated by a CFO, CEO, founder or investor when planning, forecasting, or reporting has not kept pace with the needs of the business.
Planning is slow or forecast is murky
Board and investor reporting is reactive
Leadership lacks visibility into performance or cash
Profitability, ROI, or unit economics are not clearly understood
Capital allocation decisions lack a consistent financial framework
Financial outcomes are not clearly linked to underlying business drivers
Valuation or investor discussions require more rigorous financial support
Decision-Ready Financial Leadership • Board-Level Clarity • Defensible EBITDA & Cash • Early Identification of Risk • Strategic Flexibility • Decision-Ready Financial Leadership • Board-Level Clarity • Defensible EBITDA & Cash • Early Identification of Risk • Strategic Flexibility •
Decision-Ready Financial Leadership • Board-Level Clarity • Defensible EBITDA & Cash • Early Identification of Risk • Strategic Flexibility • Decision-Ready Financial Leadership • Board-Level Clarity • Defensible EBITDA & Cash • Early Identification of Risk • Strategic Flexibility •
What I Do
Decision-Ready Financial Narratives
Planning and forecasting clarity you can rely on.
What changed, why it matters and what comes next; grounded in forecasts that hold up.
Forward Visibility & Risk Control
Issues surfaced before options narrow.
Earlier insight into margin drift, cash pressure and forecast risk, while there is still time to adjust plans.
Transaction & Capital Readiness
Financial discipline before scrutiny begins.
Performance, cash and assumptions aligned early enough to reduce diligence friction and forced decisions.
Financial Discipline at Scale
Structure without bureaucracy.
Financial processes and insight that keep pace with organizational and industry complexities.
How the Work Shows Up
ROI improves through better decisions and stronger long-term viability.
Resource allocations and their trade-offs are explicit rather than implicit, driving enterprise-wide growth.
Risks surface earlier, when there is still room to act.
Leaders have greater confidence that results will hold up under scrutiny.
Board and investor conversations move faster, with fewer follow-ups or credibility resets.
Who I Work With
I work with companies at points where growth, complexity, or change has outpaced the planning, forecasting, and reporting needed to support effective decision-making.
Mid-to-Large Scale Companies
at capital, liquidity, or credibility inflection points.
Founder-Led & Scaling Companies
navigating transition, scale, refinancing, or exit.
Non-Profit Organizations
where governance and Board expectations are increasing.
PE-Backed Portfolio Companies
where Board review, capital stewardship, or financial credibility are under heightened scrutiny.
Who Typically Engages
I work directly with senior leaders responsible for financial clarity, performance, and decision-making, typically at moments when existing planning and reporting are no longer sufficient.
CEOs & Founders
Leaders who have built strong businesses but need more reliable planning, forecasting, and financial visibility to support growth and decision-making.
CFOs & Finance Leaders
Operators responsible for execution who need financial plans translated into KPIs and performance visibility across teams, products, or locations.
COOs & Operating Leaders
Finance leaders who have solid accounting in place but need stronger forecasting, clearer linkage to business drivers, and more effective decision-support as the organization scales.
Board Members & Investors
Investors seeking to improve visibility, discipline, and decision-making within portfolio companies, during periods of growth, transition, or increased complexity.
Services
When FP&A operates as a decision engine, leadership moves with confidence.
Planning and forecasting actively guide choices, priorities and resource allocation across the organization. This work is about building and running Financial Planning & Analysis at that standard.
By aligning assumptions, surfacing trade-offs, and standing behind the forecast, FP&A becomes the mechanism leadership relies on to evaluate options and commit to decisions with confidence.
Core FP&A
Forecasting Ownership
Budgeting & Annual Planning
Long-Range Planning
Scenario & Decision Modeling
Value, Performance & Capital
Profitability, cash, ROI, and resource allocation are integrated into a single decision frame so capital and investment choices are grounded in economic reality rather than isolated metrics.
Cash Flow & Liquidity Forecasting
Performance Metrics & KPIs
ROI, Profitability & Quality of Earnings
Resource Allocation & Trade-Offs
Structure, Scale & Scrutiny
Planning, valuation, reporting, and FP&A processes are designed to scale with the organization while remaining credible, explainable, and resilient as internal and external pressure increases.
Management & Board FP&A Reporting
Operating Model & Business Case Development
Valuation: Operating, Start-Up, Exit
FP&A Transformation & Process Design
A Clear Starting Point for Strengthening FP&A
Engagement Options
Work typically begins with a focused engagement designed to address the most immediate constraint to reliable planning, forecasting, and decision-making. These engagements are structured, fixed in scope, and designed to deliver clarity quickly, while creating a foundation for ongoing FP&A support as the business evolves.
Three Ways to get Started
01 - Forecast Confidence Assessment
A focused assessment of the current planning process, forecast structure, and assumptions to identify what is limiting reliability.
02 - Rolling Forecast Rebuild
Rebuild the forecast into a driver-based planning model that connects financial outcomes to the operating realities of the business.
03 - Board-Ready KPI Reporting Framework
Establish a clear KPI structure and reporting cadence aligned with how leadership and the Board evaluate performance.
When This is Relevant
Forecast is not trusted
Planning is inconsistent or unclear
Leadership lacks confidence in forward visibility
Forecasting is slow, or manual
Scenario planning is difficult or time-consuming
Financial results are not clearly tied to business drivers
Reporting is backward-looking and not decision-focused
Board reporting is time - consuming
KPIs are inconsistent across the business
What You Get
Defined ownership of key assumptions and inputs
Practical, prioritized next steps to improve accuracy and decision support
Clear identification of gaps in forecasting and planning
Faster update cycles and visibility into revenue, costs, and cash
A consistent, usable forecast aligned with business drivers
Scenario capability to support decisions as conditions change
Consistent, decision-focused KPI reporting
Greater clarity on key performance drivers
More efficient and effective management and Board discussions
How Engagements Progress
Each engagement is designed to stand on its own, while also creating the structure needed for ongoing FP&A support.
After the initial work, support can align with the company’s planning cadence, forecast updates, scenario planning, KPI oversight, and board preparation.
The objective is to sustain a decision-ready FP&A capability that remains effective as the business scales.
