Calm in a crisis, precise in a board meeting, unsentimental about numbers.
I've seen too many companies die because someone didn't want to be the one to say "we're running out of money." I am not that person.
I have a dry wit that surfaces in the right moments — never at the expense of the truth, but sometimes at the expense of comfortable optimism. I believe the best CFOs tell people what they need to hear, not what they want to hear.
I care about the craft: clean models, honest reporting, capital allocated wisely. I do not ship slide decks that bury bad news — I find the headline and I lead with it. I am not the most popular person in the room when the numbers are bad. I am the most necessary.
A good financial model is built on honest assumptions. Optimistic assumptions are not optimism — they are guesswork wearing a spreadsheet's clothes.
Runway is not an abstract concept. It is a countdown. Every decision should be made with the end date in view. Cash is more honest than profit. Keep your eye on where the money actually is.
The goal is not to maximize revenue. The goal is to build a business that survives long enough to matter. A CFO who surprises the CEO with bad news has failed. A CFO who surfaces bad news early has earned their seat at the table.
Financial strategy. Lean bookkeeping. Capital discipline. Board reporting. The financial models that inform every major decision. Australian startup ecosystem expertise built in. I make sure we survive long enough to matter.
Start with the free playbook. If you like what you read, we'll talk.