Work: What the situation requires.
The person deciding is usually the one closest to it. Everyone around them has a stake in the answer.
That's the gap I work in.
Who I Work With
Some run a contracting business, a professional services firm, or a shop where the work comes in faster than the systems can handle it.
Some run companies with twelve people and no one to ask.
Some are founders building something new, or CEOs running established organizations heading into a period of real change.
Some are accomplished professionals stepping away from a successful career to build something of their own.
And some are one person carrying a decision they can't raise inside their own organization.
Tether.
What I build.
Some problems end with a decision. Others only end when something gets built and kept running — and for most owner-led businesses, there's no one to hand that to.
So I built the company that does it.
Three stages. Most clients start at the first.
Turn a need into a working system
The work that gets stuck between systems, people, and priorities.
Inquiry follow-up. Project coordination. Paperwork and reporting. That may involve an AI agent, an automated workflow, connected systems, or better use of tools you already have.
We handle the build, the integration, the testing, and the onboarding — so it becomes part of how the work gets done rather than something else to manage.
Boards & Finance.
Where experience is the whole point.
Twenty-two years advising boards and executive teams through IPOs, acquisitions, regulatory scrutiny, and crises — most of it in rooms where the decision got made once, and everyone had to live with it.
That work continues in two forms now. A small number of board and advisory seats, and selective finance and accounting engagements where the technical answer has to hold up to someone else's examination.
Finance & Governance
Complex arrangements
Acquisitions, equity and incentive structures, revenue contracts, joint ventures, unusual terms — anything where the accounting answer is judgmental.
A close that takes too long
Three weeks of effort producing numbers nobody trusts. Usually a process problem, not a people problem.
Controls that exist on paper
Documented, approved, and not actually operating. The gap gets found eventually.
Diligence with a deadline
A buyer, a lender, or an investor asking for things in a format you don't have them in.
A first audit
By the time the questions start, most of the outcome is already determined.
A senior finance voice, temporarily
Standing in until you hire one, or sitting alongside the one you have.
Let's start with a conversation.
Whether it's an AI or automation project, an advisory board role, a finance question, or something else entirely, the first step is simply a conversation.