CFO & Finance
Transformation

Building FP&A reporting and planning capabilities

Established FP&A reporting and planning capabilities for an acquisitive $100M+ architecture and engineering platform with 50+ profit centers and no prior dedicated FP&A function.

Leading development of the demand-based 2027 budgeting process, linking backlog, bookings assumptions, and practice-leader input to profit-center revenue forecasts, staffing requirements, and labor costs.

Integrated five acquisitions into consolidated reporting and performance tracking, including organic and pro forma P&L views; supported lender diligence and reporting.

Developed weekly dollar-based utilization reporting used by leadership to manage utilization and labor margin; directed an external Power BI team to deliver an automated dashboard.

Planning and cash visibility across 80 locations

Led key components of the 2025 budget process and transitioned the 80-location budget from Excel to Adaptive Planning. Facility-expansion models and scenario analyses supported approval of five strategic relocations and expansions.

Delivered the Monthly Reporting Package in the fastest cycle in company history. The CAO described the budget process as the best in his ten years at ACES.

Finance buildout and growth funding

Built the finance function, hired a controller, and led budgeting, reporting, cost management, and margin analysis through 823% revenue growth over two years. A 13-week cash forecast anticipated receivables funding needs and seasonal liquidity troughs.

Negotiated an $8M invoice financing facility to bridge tutor payroll and school-district collections, reducing projected interest expense by approximately $2M and limiting equity dilution.

Pricing, capacity, and recurring revenue

Established KPIs, forecasting, and budgeting; guided growth initiatives around provider capacity and demand. Recommended a subscription model for the practice’s weight-loss medication program.

Board reporting and integration tracking

Led global board reporting following the Thoma Bravo acquisition, covering KPIs, consolidated performance, and integration progress. Built cross-functional synergy tracking with departmental cost and savings targets to monitor progress against pro forma EBITDA improvement goals.

A three-year model connected quota budgets, bookings forecasts, and pro forma metrics.

Acquisition sourcing and underwriting

Evaluated 135+ opportunities and sourced and led the acquisition of a precision timing products manufacturer, underwriting customer-concentration risk and helping shape its international expansion strategy.

The investment achieved 3.8× MOIC at its 2023 exit, several years after the role ended.