Over the past two decades, I’ve worn a few hats: investment banker, P&L owner, and startup finance leader. I’ve built financial models supporting $1.8B of deal financing at Merrill Lynch, owned an $80M product line at AT&T, and served as the senior finance hire at a venture-backed SaaS startup, where I helped raise over $30M and built the financial infrastructure from the ground up.
With a background spanning capital markets, P&L ownership, and operational finance, I’ve stood up entire finance functions, run due diligence from both the buy and sell side, and worked in the trenches as an operator. As a builder fluent in the modern finance stack, I know which tools belong at each layer, how they connect, and how to stand the whole thing up from scratch.
If there’s one thing I’ve learned through it all, it’s that finance at a startup is either a decisioning engine or a tax. Done right, it’s where founders and investors go for clear answers on pricing, hiring, runway, and capital. Done wrong, it’s a black box that slows everyone down (and stresses everyone out).
That’s why I’ve productized my services with fixed-scope offerings designed to give founders the tools they actually need, without the cost of a full-time hire or the drift of an open-ended retainer.
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