Accounting looks backwards. Finance looks forward. We create financial projections that match company goals, and update them monthly incorporating changing factors. This way leadership is always focused forward, clear about how closely the financials are tracking to target, and identifying early and often what decisions to make to stay on track.

We get better at predicting by predicting often and measuring performance. Together we become adept at seeing around corners, mitigating risks, and pouncing on opportunities.

I establish financial reports and a dashboard of metrics that shows the current picture of the business against stated goals and industry benchmarks.

I conduct multi-level profitability analysis: for the company, by line of business, client, and project, and then I collaborate cross-functionally to find and fix the leaks. I oversee accounting staff in budget-to-actuals variance reporting and continuous reforecasting.

I oversee staff in cash flow forecasting, anticipate capital needs, and work with banks to secure financing. I establish a rate model to ensure billable rates include adequate profit margins. I build staffing models to project resources needed for profitable business growth and scale, and I integrate pipeline data to align staffing with constantly updated revenue expectations.

High-touch, execution-first support as you build and run your acquisition strategy. We work through a battle-tested acquisition playbook for deal screening, structure, negotiation posture, and next-step clarity.

This is ultimately about building a programmatic M&A capability to build exponential enterprise value and maximize optionality.