GRITeconomy

I Don't Manage Your Finances. I Weaponize Them.
Most companies treat their CFO function as a reporting mechanism, something that tells you where the money went. I treat it as the most underutilized strategic asset in your company.
My Three Core Engagements:

① Series B Readiness & Fundraising Strategy
From a Company With Potential to a Company Investors Compete to Back
You close your Series B before you walk into the room by having the financial infrastructure, narrative, and discipline that make the outcome feel inevitable. Having led raises across every major capital structure, IPOs, leveraged buyouts, mezzanine debt, and M&A, I know precisely what institutional investors are looking for and, more importantly, what triggers their hesitation. I audit your entire financial foundation, rebuild your model and reporting to speak the language of serious capital, and position your company as the most compelling, defensible opportunity in the room. The result is not just a successful raise. It's a raise on your terms, at a valuation that reflects what you've built.

② Financial Turnaround & Resilience Architecture
From Financially Fragile to Structurally Unbreakable
Turnarounds are not about slashing costs. They’re about surgical precision, identifying exactly what is quietly eroding your financial foundation, removing it without breaking what investors and customers value, and rebuilding from the inside out with resilience as the design principle. I’ve built, turned around, and scaled small-to-mid-sized companies across five industries, optimizing operations, reducing costs, and raising growth capital in environments where the margin for error was razor-thin. In a volatile economy, a company that has been through a rigorous financial rebuild is not a liability; it is one of the most compelling stories a serious investor can hear.

③ Capital Strategy for First-Time Institutional Raises
From Bootstrapped and Profitable to Investor-Ready and Unforgettable
Making the leap from bootstrapped success to institutional capital is not a financial event. It’s a complete strategic repositioning. I’ve established operations in over 50 countries, navigated SOX compliance, managed FX and credit risk, and led investor relations at the highest levels of corporate finance. I translate your operational success into the language, structure, and discipline that institutional investors trust. I stand beside you in every room where capital decisions are made. You will not walk in hoping they say yes. You will walk in knowing why they should.


My career has taken me from Credit Analyst to CFO across institutions, including JPMorgan Chase, Cisco Systems, and a Bain Capital portfolio company. Along the way, I’ve led over $1 billion in capital raises spanning M&A, IPOs, leveraged buyouts, mezzanine debt, and working capital facilities. I’ve built, turned around, and scaled companies across manufacturing, software, hardware, food processing, and biotech. I bring that depth of experience to Intermountain West tech companies at the moment they need it most as a Fractional CFO who delivers institutional-grade financial leadership without the cost or timeline of a full-time executive search.

There Are a Lot of CFOs. There Is Only One of Me.
① I treat capital as a strategy, not as a balance sheet to be managed. A well-managed balance sheet preserves value. A strategically engineered balance sheet creates it. Having advanced from Credit Analyst to Head of Treasury to CFO across Fortune 500 companies and entrepreneurial ventures, I understand capital at every level of the structure. I treat every capital decision as a competitive move, not an accounting entry.
② I’ve sat on both sides of the table. I’ve been the financial analyst building the model and the CFO defending it in the room. I’ve structured the deal and led the raise. That full-spectrum experience, from JPMorgan Chase to Bain Capital portfolio companies to Cisco Systems, means I know exactly what institutional investors are looking for because I’ve spent my career on both sides of that conversation.
③ I eliminate what's quietly killing your business, with precision, not a machete. Excess doesn't announce itself. It accumulates in bloated vendor contracts, misallocated headcount, and capital deployed out of habit rather than strategy. Having optimized operations and reduced costs across companies in manufacturing, software, hardware, food processing, and biotech, I bring the cross-industry discipline to make the precise, uncomfortable decisions that protect your foundation before they become the decisions that save your company.
④ I’m built for volatility because I’ve operated globally through it. Having managed risk across FX, credit, and compliance in over 50 countries through multiple economic cycles, I don't just hold up under pressure; my financial frameworks are designed for it.