Background
I spent the first fifteen years of my career where finance meets technology: auditing controls, implementing ERPs, and fixing the processes behind the numbers. Now I bring that to small businesses that need real finance help but don’t need a full finance team.
Why it matters
The path
Started in IT audit for Sarbanes-Oxley clients, testing the security and controls behind financial data. Then spent nine years implementing Oracle ERP for Fortune 500 companies across energy, technology, and life sciences, rising to Senior Manager. I owned security role design and process controls: who can do what in the system, and how you prove it.
Good numbers come from good processes.
Brought that skill set in-house and led the Oracle ERP security team. Led a multi-year segregation-of-duties program, designing roles and approval workflows so the right people do the right things, then expanded into change management, governance, and risk.
Fixes only stick when the people doing the work buy in.
Led the firm’s fractional CFO practice, including a year as fractional CFO and Controller for a hard money lender after its leveraged buyout. Also ran the firm’s own books and filings, and supported deal diligence on tax, operations, and org design.
Owners want answers and decisions, not reports.
Stepped into a controller role during a leadership transition. Rebuilt the finance function with a lean team, managed an offshore bookkeeper, and led system changes across payroll, member management, and spend management.
A small team with the right systems can outperform a big one.
I serve small businesses as their finance advisor, backed by an experienced bookkeeper and modern tools like Ramp, QuickBooks, and automation. My first engagement supports a Texas environmental consulting firm through an ownership transition.
A few problems I’ve solved
Global energy company
Segregation of duties in practice: mapping who creates, approves, and pays, then building system roles and workflows that keep those steps separate without slowing the business down.
Hard money lender · CFO & Controller
Modernized the accounting processes and expanded reporting so the owners could see performance by property and by lender.
Nonprofit
With the prior finance team gone, I stood up a new function with a lean team and started modernizing payroll, member systems, and spend management at the same time.
Professional services, post-acquisition
Built a weekly thirteen-week cash forecast tied to receivables and bills, so owners see pinch points before they hit. Also supported the acquisition close and working-capital true-up.
Client details anonymized.
How I work
Credentials
Kalos is a Ramp partner.
Outside the office
I’m also a real estate investor. I’ve been through the search, the closing, and day-to-day operations, so I know what it’s like to run a property portfolio, not just keep its books.
Bring your last month’s P&L if you have it handy. If you don’t, that’s useful to know too.
Book a 30-minute call