Twenty-five years of senior finance leadership across multi-entity manufacturing, distribution, industrial services, and construction — the same verticals this practice serves today. Most recently, interim CFO at a $200M industrial manufacturer through a full PE diligence and lending cycle. Before that, finance leadership across acquisitions, integrations, ERP migrations, and the unglamorous, high-stakes work of building a finance function that actually closes books, hits covenants, and gives owners decision-grade information.
The work that built this practice wasn’t a Big Four advisory practice. It was operating finance — sitting in the seat, owning the numbers, answering for them to lenders and boards and PE buyers. That’s the lens behind every engagement.