I'm the CFO most founders should have hired three years earlier.

I came up on the operating side first — running pieces of businesses across three industries before the finance title fit. That's why the writing here doesn't read like a CFO blog. The numbers are downstream of the people, the cadence, and the calls a founder is making at 6 PM on a Thursday.

Most of my work is for foreign-owned companies operating in the US: helping owners who live in another country trust the numbers they're seeing, build the cadence to run the business without flying in monthly, and avoid the unit-economics traps that don't show up until quarter three.

I write here to think clearly. The essays are field notes — what actually happens, written down before I forget. If you find any of them useful, that's the second-best outcome. The first is that I notice the pattern earlier next time.