Senior finance leadership when the stakes go up.
Interim and fractional CFO, finance transformation and capital structuring for boards, CEOs and investors in growth, transformation and turnaround situations. I step into the finance seat for a defined period, deliver, and hand it over, not a report handed back.
Where I support executives, boards and investors
The finance function cannot support growth
- Diagnose reporting and operational performance gaps
- Build FP&A cadence, KPI systems and management dashboards
- Link operational metrics with financial drivers
- Predictable forecasting and strategic decision-making
Capital raising or investor readiness
- Strategy, financial models and investment narratives
- Prepare the company for debt or equity financing
- Support management in negotiations with lenders and investors
- Align financial reporting and covenant discipline
Turnaround or performance pressure
- Stabilize liquidity and cash management
- Identify operational and financial leverage points
- Redesign reporting and decision frameworks
- Align strategy, operations and financial performance
- Formal restructuring (BIA / CCAA) is led by a Licensed Insolvency Trustee; I work alongside
International expansion
- Test whether the business and its balance sheet can carry an expansion before committing to one
- Model cash, margin and working capital across FX, tariff and tax scenarios
- Choose the market and the route in: export, partner, local entity or acquisition
- Trade finance, cross-border banking, and reporting that holds up across currencies and legal entities
Also: a transition in the finance seat, M&A integration or an exit, and the project that sits between departments and nobody owns.
- 75%Reduction in FP&A and MIS reporting cycle
- US$1BLiquidity gap closed through the 2008 crisis, without default
- US$1.5BRaised on international capital markets
- $0 → US$400MNew business a year in a turnaround, with annual profit from zero to US$9M
- 10+Complex M&A integrations led
- 3×Treasury revenue at a business line with $100M+ in assets
The format follows the organisation
- Large or internationalA project with a defined scope and end date: the work that sits between departments, peak load at year-end, board or audit time, or cover for a key absence.
- Mid-sizeInterim: a finance function set up or rebuilt, launched and handed over, with mentoring of the successor built into the handover.
- Owner-ledFractional: a set number of days a week or month, scaled to complexity.
The board decides; the analysis, the options and what each one costs, and the delivery once a course is agreed, are my work. Engaged through Strategic Growth Leadership: no officer appointment or signing authority; the board and management keep decision authority. Also available to consulting firms for interim, transformation and strategic finance engagements with their clients.
Background
Former CEO, Group CFO and Chief Strategy Officer, from mid-market companies to large international organisations. 7 years in audit under IFRS, including EY, then 8 years owning monthly consolidation across up to 120 legal entities. Recent mandates: fractional CFO and finance transformation for Canadian small and mid-market companies.
- Financial servicesBanking, credit unions, leasing, investment funds, insurance, payment systems
- TechnologyFinTech, InsurTech, CleanTech, CarbonTech, GameTech
- Asset-intensiveReal estate, manufacturing, agriculture, food production, construction
- DesignationCMC, Certified Management Consultant; Board Member, CMC-Alberta
A higher-stakes phase coming up? That’s the conversation.
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