Fractional CFO / COO — $1–5M owners

Most business advice is written by people who've never made payroll. I have.

Twelve years running a company I built from nothing to $10M+ and 30 employees — still closing the month, still dealing with whatever broke overnight. Now I bring that same operating discipline to other owners' businesses.

See if we're a fit → Free 20–30 min snapshot call · no pitch, just a look under the hood

Who this is for

Owners of $1–5M companies, mostly retail and real estate, running into the same four walls.

01

Margin that looks fine — until you break it out

The top-line number is healthy. Broken out by category, product line, or job, it isn't. You haven't had time to find out which parts of the business are actually carrying the rest.

02

Cash that's tight in a business that's "supposedly" profitable

P&L says profit. Bank balance says otherwise. Something between the two isn't adding up, and it's costing you sleep, not just money.

03

Hiring that keeps going sideways

You've made the hires. The org chart looks right on paper. It's still not running the way it should without you standing over it.

04

A company that can't run two weeks without you in it

Vacation means checking email from the beach. Whether you plan to sell in three years or thirty, that dependency is the thing quietly capping your company's value.

“That's the whole reason I do this work.”

$10M+revenue built
30employees
12years, still running it
65,000 sq ftcommercial property managed

I built a retail company from nothing to $10M+ and 30 employees. I'm still there — CFO and COO, twelve years in, still closing the month and still dealing with whatever broke overnight.

Before this I spent 25 years getting ready without knowing that's what I was doing: investments and institutional client work at State Street, product management and marketing at Lucent, finance and then Unix infrastructure at Intuit's Eclipse division, offshore team leadership in telecom. Before all of that — commercial fisherman, carpenter, general contractor. I still hold an active license.

I finished a private equity certificate through Wharton Online this year — not for the credential, but because most owners I work with will eventually face a buyer, whether that's a strategic acquirer, a search fund, or a PE firm rolling up their industry. Better to know how that buyer builds his model three years early than three weeks late.

I run on three things: passion, integrity, and excellence. My faith is where those come from, and it shapes how I deal with people.

How we work together

Start with a free look. Go deeper only if it's worth both our time.

Step 1

Free · 20–30 minutes

Business Snapshot Call

No charge

A direct conversation about where things stand — margin, cash, hiring, how dependent the business is on you. I'll tell you plainly whether there's something here worth solving, and whether I'm the right person to help you solve it.

Apply for a call →
Step 2

Paid engagement

Strategy Session

$1,250

A focused, deep-dive engagement built from what surfaces in the snapshot call: a clear-eyed read on margin, cash flow, and operating dependency, with specific next moves — not a generic report. Priced so an owner-operator, not just a company with a training budget, can actually say yes.

Start with a snapshot call →

If your business has stalled, talk to someone who has run one — not someone who's read about one.

Fill out a short form and I'll follow up personally to set up your free snapshot call. You get me — not an associate, not a team you get handed off to.

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