Financial judgment in the boardroom
A board needs a clear view of performance, the discipline to challenge assumptions, and a practical understanding of what management can deliver.
Throughout my CFO career, I have worked directly with boards, typically through quarterly meetings, annual budget and strategy sessions, and special meetings as needed. I have made hundreds of board presentations on financial performance, forecasts, liquidity, financing, acquisitions, operating issues, risk, and major strategic decisions.
I would bring that experience to a corporate or advisory board role.
Where I can contribute
Capital allocation and liquidity
Assess growth plans, working-capital demands, financing alternatives, and the cash implications of management’s commitments. My experience includes acquisition financing, refinancing, lender negotiations, and covenant and liquidity planning.
Transactions and integration
Test the assumptions behind an acquisition and keep attention on execution after close. My transaction work spans diligence, acquisition balance sheets, purchase-price analysis, working-capital matters, financing, integration, and post-close operating improvement.
Financial reporting and oversight
Bring a CFO’s understanding of reporting quality, controls, budgets, and forecasts to the information directors use. My experience includes building finance capabilities and SEC and institutional reporting responsibilities at Four M.
Operating performance and risk
Connect the financial results to costs, inventory, channel economics, international operations, and execution. My background includes direct operating responsibility and hands-on work to improve cost controls and accountability.
Finance leadership
Help assess what the business needs from its finance organization and support constructive dialogue between the board, CEO, and CFO.
Relevant board settings
My strongest fit is with private-equity-backed and investor-owned businesses where financial complexity and operating decisions are closely connected. Relevant sectors include consumer products, technology accessories, apparel, manufacturing, distribution, and businesses selling through multiple channels.
Experience supporting board decisions
My boardroom experience has been as the CFO presenting analysis, explaining risks, and working with directors on decisions. It spans recurring oversight of performance and liquidity as well as transactions, financing, and operating change.
I give directors a clear account of what is happening, what remains uncertain, and where a decision is needed. In a board role, I would bring that experience to oversight, constructive challenge, and support for management.
Discuss a board opportunity
I am open to one or two corporate or advisory board roles that fit alongside my current CFO responsibilities. Fit, conflicts, and the time required to contribute properly will guide each decision.
Based in Southern California, I consider opportunities nationwide and can travel for scheduled board and committee meetings as needed.
Please share the organization, ownership structure, and the contribution you are seeking.