Select Results
Fast and Useful KPI Reporting
Fast and Useful KPI Reporting
Fast and Useful KPI Reporting
Overhauled core metrics reporting stack for Audible subsidiary, reducing publish cycles from days to minutes, and vastly increasing accuracy and usability of information.
IPO Readiness
Fast and Useful KPI Reporting
Fast and Useful KPI Reporting
Rebuilt the FP&A function from zero to IPO-readiness standards, shepherding the company through its first first formal annual planning process and establishing a culture of coordination and accountability, as revenues doubled ($125m-$250m).
+$13m EBITDA
Fast and Useful KPI Reporting
Cash Discipline
Identified and executed on $13m in EBITDA improvements from waste reduction and workflow optimizations, and through the optimization of marketing channel spend to pursue lifetime value maximization.
Cash Discipline
Cash Discipline
I engage with clients to drive cash discipline, implementing 13-Week rolling cash forecasts that are driver based and link to meaningful assumptions and consequences.
Process & Systems Integration
I lead implementations of ERP/ledger integrations like procure-to-pay and order-to-cash systems that automate manual work and improve the quality of bookkeeping. Examples include: Ramp, Bill, Tipalti, Concur, Expensify, integrating with GLs like NetSuite, SAGE Intacct, Xero, and QuickBooks.
Budgeting and Forecasting
I build budgeting and forecasting frameworks for companies using driver-based models in Excel, Google Sheets, and cloud-based solutions like Workday Adaptive Planning, Anaplan, and NSBP. These are robust, 3-statement models that directly link business drivers to financial outcomes.
Who Calls Me
Three Situations, Usually:
"Right the Ship"
Your controller just quit or went on maternity leave. Your close is late. Nobody knows where the files are or why that account never reconciles. Bank reporting is due next week and your 13-week cash forecast needs updating. I fix that. I come in, keep things running, clean up what was left behind, and build a finance operation that doesn't sink when someone walks out the door.
Planning for the Future
Twenty years in business. No budget. No forecast, just instinct. And it's worked, until now. Your data is in Google sheets and scraps of paper, or non-existent, and everyone has a different definition for metrics. I identify the KPIs that matter to your business and build driver-based models that link operations to results, and create the reporting and tools that make your business repeatable and ready to scale. You tell me where you want to go, and I will build an operating plan and budget that helps you navigate there. Then you can tell your story to investors, bankers, and stakeholders through numbers, with or without me at the table.
Be Exit Ready and Investable
You've spent decades building a successful business, but if you're the one who holds it all together, buyers will see risk, not value. Cash-basis books, spotty reporting, and processes that live in your head mean a steep discount, if you can sell at all. I help owners get exit and investment ready, turning a business that depends on you into one a buyer or investor can trust, value, and run. I'll get your books reliable so your earnings are clear, comparable, and credible. I'll build reliable monthly reporting and the key metrics a buyer will want to see. I will document and systematize the workflows that run the business so they no longer depend on any one person, including you. I'll implement systems that normalize and automate your workstreams. And we prepare the financial story and supporting detail that make due diligence smooth instead of stressful.
Track Record
I started FP&A Navigator in 2022 after decades in finance solving common problems.
After years of working inside businesses of every size and industry, I've learned that finance problems are rarely unique. The details change, but the root causes show up again and again.
Cash-basis accounting that makes it impossible to see true profitability, match revenue to the costs that produced it, or compare one period to the next with confidence.
Opaque financials that arrive late, don't tie out, or can't answer basic questions like which customers, products, or services actually make money.
No budget or forecast, so decisions get made by feel and problems are discovered in the bank balance rather than seen coming months ahead.
Poorly documented processes that live in someone's head, in a tangle of spreadsheets, or in "the way we've always done it," leaving the business exposed to errors, inconsistency, and turnover.
Botched system implementations, where new software was bought with high hopes but configured in a hurry, never fully adopted, or bolted onto broken processes, so the team now works around the system instead of with it.
Over-dependence on single points of failure, usually one long-tenured bookkeeper, controller, or the owner, whose departure or absence would put the whole function at risk.
I know where these problems hide, but every company's mix is different, so I never start with a prepackaged fix. I start with an inventory of your books, systems, workflows, and people to see what's working, what's broken, and what needs to go to the next level. Then we triage together: urgent risks first, daily pain points next, scalable improvements after that. The goal isn't just to fix things but to leave them fixed, with documented processes, reliable reporting, and a finance function that stands on its own.
Credentials
- MBA, Finance & Accounting — NYU Stern
- BA, Economics — Georgetown University
- Certified Management Accountant