Experienced counsel for consequential decisions
I consider limited strategic advisory work with sponsors, owners, CEOs, and CFOs when the need is clear and the time commitment is manageable alongside my current responsibilities.
Each engagement starts with a defined question, scope, and outcome.
Private-equity portfolio advisory
Portfolio-company finance brings together operating demands, sponsor expectations, and capital constraints.
I bring experience in liquidity planning, lender discussions, working capital, reporting, cost control, and acquisition integration. An assignment might involve testing a financial plan, assessing an operating issue, or supporting a CFO through a demanding decision.
The work establishes what the numbers support and where management needs to act.
M&A and transaction advisory
I evaluate a transaction from the perspective of the CFO who will have to live with it.
My experience covers numerous acquisitions, including diligence, financing, acquisition balance sheets, purchase-price analysis, working-capital matters, integration, and post-close improvement.
I can help examine forecasts, funding needs, transaction assumptions, and integration priorities. The work complements the legal, tax, valuation, and financial-diligence specialists involved in the deal.
CFO second opinion
Some decisions deserve another experienced view before the company commits.
I review the issue, the numbers, the assumptions, and the alternatives, then provide a direct assessment. Relevant questions include financing choices, liquidity plans, forecast credibility, acquisition assumptions, and competing uses of capital.
The scope stays focused on the decision at hand.
CFO mentoring
The CFO role demands judgment about priorities, difficult messages, incomplete information, and relationships with owners, boards, and lenders.
I offer a senior sounding board for CFOs working through those demands. Conversations focus on live decisions, executive communication, and building an effective finance function.
Practical AI for finance
I have incorporated AI into my daily CFO workflow. My experience is hands-on and continues to develop.
Financial models and decision scenarios
I use AI collaboratively to build and refine models for valuation, cash flow, transaction analysis, and financing alternatives. I use scenario and sensitivity analysis to test assumptions and compare outcomes, then work through the model’s logic and results.
Analysis and document review
I use AI as a second set of eyes on financial information, reports, contracts, and lender-related documents. It helps surface questions, summarize complex material, and focus further review.
Executive and board communications
I use AI to develop and refine communications, organize analysis, and make the decisions and issues clearer for the audience.
The practical value is reaching the important questions faster, testing more alternatives, and reducing time spent on drafting and research. Financial judgment, appropriate data handling, and review remain essential.
I can share this practical CFO perspective with finance leaders considering where AI can improve their own work and what review it requires.
Advisory boards and focused assignments
I consider advisory-board roles and defined assignments involving financing, working capital, integration, or operating improvement where my experience is directly relevant.
Focused industry consultations
Expert networks and research teams may inquire about consultations within my operating and industry experience, subject to confidentiality and conflicts.
Describe the decision or situation
Send a brief outline of the business, the issue, and the timing so we can assess fit.