Leadership and Advisory

Tier I – Targeted Board Advisory

This tier supports founders and leadership teams in the early stages of growth or transition. We provide structured guidance to establish financial clarity and discipline, helping you lay the groundwork for scalable operations — without the operational lift.

Typical Situations

  • Board seeks independent review of financial results, cash health, or key performance indicators.

  • Upcoming vote on debt structure, dividend policy, or capex prioritization.

  • CEO performance review or early-stage incentive alignment discussions.

What We Do

  • Prepare concise board materials to clarify financial performance and forward-looking risks.

  • Model capital allocation tradeoffs (e.g., repay debt vs reinvest vs distribute) for board consideration.

  • Serve as a sounding board on executive comp frameworks and finance department accountability.

Tier II – Embedded Strategic Advisory

Ideal for businesses looking to improve margins, tighten controls, and elevate performance. We serve as your strategic finance advisor — providing a boardroom lens on your operational and financial structure while your internal team handles execution.

Typical Situations

  • Board needs clarity on multi-year planning assumptions and business model health.

  • Leadership is refining growth strategy—organic vs expansion vs new verticals.

  • Finance team lacks bandwidth to convert operational complexity into strategic narratives.

What We Do

  • Build dynamic financial models connected to operating drivers and strategic bets.

  • Facilitate working sessions with board and leadership to align on direction, pacing, and risk appetite.

  • Translate forecasts and budgets into high-impact board communications and dashboards.

Tier III – Stewardship & Oversight

This is high-touch financial leadership for founders, CEOs, and boards navigating strategic inflection points. When preparing for capital raise, succession, or acquisition, we act as a thought partner to leadership — keeping organizations ahead of complexity.

Typical Situations

  • Organization is scaling rapidly and the board needs a proactive financial co-pilot.

  • Strategic roadmap requires discipline across capital, talent, and systems.

  • Board seeks clarity and consistency across subsidiaries, departments, or investments.

What We Do

  • Lead enterprise-level reviews of capital planning, cash runway, and strategic resource allocation.

  • Establish rolling 18–36 month frameworks for board decision-making and scenario planning.

  • Deliver quarterly “State of the Finance Function” reports tracking alignment, capability, and velocity.