A finance and operations director who builds the machine — so you're free to work the mission.

You still have one person you can point to who holds the finances — you’re just not paying a full-time salary for it. And everything is documented, so you can see what’s happening with the books and budget, and why.

The $2,500 Financial Diagnostic

This is for the leader who inherited a mess — you ask what the budget looks like and get told “come back next week.” The newly promoted finance manager who didn’t realize how deep the disarray went. The ED with too little budget who needs every dollar to count.

Over 60 days I go through your financial operation the way an incoming finance director would — except I don’t need an on-ramp. You walk away with: a plain-language overview of your financial situation and, more importantly, your financial structure; your workflows documented as they exist today; what’s working and what isn’t; and every improvement ranked by impact, with a plan for what to do first, second, and third — including specific tools and automations matched to your scale. Each recommendation shows what it costs, what it saves in hours and dollars, and what visibility you gain.

Even if you never hire me again, you keep the map.

What a monthly engagement looks like

Every month your books get closed and you get dashboards with actionable insight into where the organization stands and where it’s headed. The things that used to live in your head at 2am — cash flow, the vendor who keeps calling — become someone’s actual job. And the money saved over a full-time hire goes back into the mission: the deferred maintenance, the extra staff member your program directors keep asking for.

The two questions EDs ask first

“Can my finances really be handled without a full-time hire?” Yes. Few organizations under $15M have enough work for full-time financial leadership — we hire full-time because it feels like the only way to get the right person. A fractional expert is more effective, not less: they’ve seen the pattern across many organizations, and most finance work is routine enough to automate, which frees the human hours for the judgment calls that actually need them.

“What happens if you get hit by a bus?” Everything I build is documented in your systems, under your ownership. Any competent finance professional could pick up where I left off — that’s a design requirement, not an accident.

Why one operator, not a firm

I have more ownership of this work than a firm ever will — this is who I am and what I do. Your account manager never changes. Nobody gets bought by private equity. The cycle of a new finance director every two or three years, each one relearning your organization from scratch, ends. You get one person with deep roots in exactly what you do and how you do it.

Who this is for (and not for)

Organizations from startup to about $15M. Below that line, there usually isn’t enough work for a full-time finance director — but the function has to be filled, so organizations overpay for it anyway. If you have frontline finance staff handling the day-to-day, I supply the leadership layer above them. If you’re past $15M with complex entities, you likely need the full-time hire — and I’ll say so.