01Strategic Finance+
Most people think finance is about reporting the past. Strategic finance is about shaping the next move before the numbers force your hand. I sit where the money meets the decision: the “hard right edge” in the trading world. Managing risk, minimizing loss while letting your winners run and capturing gains along the way.
02GAAP Compliance & Revenue Recognition+
ASC 606 is straightforward until the timing is contested, and the contested cases are the ones I get called for. Subscription and sales-as-a-service revenue recognizes across the service period, not at the invoice. Restricted and conditional grant dollars hit the books on different triggers, and conflating the two is the most common nonprofit error I have had to unwind. Intercompany has to eliminate clean or the consolidation carries the error upward. In healthcare and brokerage the performance obligation is almost never the invoice date. What I owe you is what you actually earned this period, not what arrived in the bank.
03Financial Planning & Analysis+
FP&A is still in the stone age. Most teams rebuild the same spreadsheet every month and call the output a plan. Good FP&A does not hand you a number, it hands you the assumptions behind it so you can argue with them. I build models people actually use to decide, not decks that get admired once and forgotten. When reality drifts from the plan, the model should tell you why before you feel it in the bank.
04General Ledger Optimization+
The general ledger is the spine of the whole operation, and it must be aligned with the proper curvature. Messy accounts mean every report downstream inherits the mess, and real time information is impossible. A ledger that is optimized and available is the fuel for closing the books and for FP&A. Boring, invisible, and the reason every other number you see can be trusted.
05Treasury & Investments+
Treasury is in my blood. Most companies leave it all in a checking account, if they manage to gather enough cash to invest at all. The work is deciding what has to stay liquid, what can go to work, and what risk you are actually being paid to take. Fraud, loss, illiquidity and idle assets are all the same job. A real treasury is the difference between surviving a bad quarter and compounding through one.
06Cost Accounting+
Cost accounting is not a separate exercise. It lives in the general ledger and the systems around it. Get the chart of accounts right, put the process and controls in place to track cost at the SKU level, automate the data capture, and the hard part disappears. Costing is only complicated when the data is a mess. Cost, margin and pricing all fall out of the same truth.
07Accounting & Financial Operations+
Accounting operations is the nervous system in the spine. It starts with defining what the function owes the business, then putting the right people in the right number against it. Good people are still needed in an AI world, and AI needs trained, evergreen learners to operate it. The tools have advanced far enough that the grunt work is shrinking, and in most environments that should mean real time financials instead of a monthly reveal. The goal of any finance function I build is that it keeps its promises whether or not I am in the room.
08Business Planning & Development+
Business partner first. The success and security of the company come ahead of the function that serves it. The work is building the strategy behind finance, accounting and administration, and behind operations and business development as well. Not modeling a plan, but modeling one that survives contact with customers and adjusts to the evolution that is certain to follow.
09Debt / Equity Offerings & Funding+
How you fund the business is a decision you live with for years. Take the wrong money on the wrong terms and you spend the next decade working for your cap table instead of your mission. The work is reading a term sheet the way the other side reads it, and knowing which concessions are cosmetic and which ones follow you into every round that comes after. The best raise is the one that still looks smart three years later.
10Cash Flow Optimization+
Profit is an opinion. Cash is a fact. Companies do not die from a bad quarter, they die from running out of cash on a Tuesday. The work is timing, working capital and runway, so the business always has room to make its own decisions. When cash is tight, every choice shrinks. Keeping the choices open is the whole job.
11ERP Implementations+
An ERP project is where good companies go to lose a year. Most fail because the software gets bought to fix a process nobody agreed on first. Fix the process, then choose the tool that fits how the business actually runs rather than the one with the best demo. Done right it disappears into the background and gives back the close, the reporting, and everyone's sanity.
12Financial Reporting & Management+
A report is only worth the decision it changes. Teams drown in dashboards nobody reads while the one number that matters sits three tabs deep. The work is reporting that tells the truth fast: what happened, why, and what to do about it. If it takes a meeting to explain the report, the report failed.
13Risk & Insurance+
Insurance is the risk you pay someone else to hold, and most companies never audit what they actually bought. The work is separating the exposures that would end the business from the ones that are just line items, then buying hard against the first list and arguing about the second. Coverage drifts. New product lines, new geography, new headcount, and the policy written three years ago no longer describes the company it covers. Cheap coverage that does not pay when you need it is the most expensive line on the balance sheet.
