Twenty years of running finance for companies that make and sell real things.
I've spent two decades running finance for companies that make and sell real things — marine services, specialty food, light manufacturing, family-held professional practices. Businesses with weather in them, and payroll on Fridays.
I trained in a Big Four audit group, spent a decade as a controller, and another as a CFO inside two founder-led companies. I left the corporate seat in 2024 to run a small practice on my own terms.
The work I like best sits in the same place: the founder knows the business cold, but the finance function has drifted — the close is late, the cash is a mystery, the reports don't match the way the company actually runs. That's a fixable problem, and I like fixing it.
Outside of work: two kids, one old sailboat, and a strong opinion about coffee. I answer my own phone.
- CPA, jurisdiction (active)
- MBA, School of Business, University
- BA Economics, University
- Member, Financial Executives International
Four principles I don't move off.
- 01
One roster, small
I keep the client list capped so no one waits behind someone bigger. If I can't do the work well, I say so and refer it.
- 02
Accrual, always
Cash books make you feel richer or poorer than you are. We start every engagement by fixing that.
- 03
The memo matters
Numbers without a paragraph explaining them are just data. Every close ends with a one-page memo you could hand to a lender.
- 04
Boring on purpose
No dashboards you won't open. No models you can't audit. If a tool needs a walkthrough, it's the wrong tool.