I build the financial infrastructure that lets technology companies scale: FP&A, systems, compliance, the works. 20+ years across startups, public companies, and government contractors.
Is your finance team drowning in spreadsheets, unable to tell leadership where the business actually stands?
Are you scaling fast, but running on financial infrastructure that was built for a company half your size?
Is a government audit on the horizon, and nobody in the building has been through one before?
Is your board asking questions that your data can't answer, with the next fundraise depending on it?
I've solved every one of these problems, usually more than once. Here's what I do.
Every company's situation is different, but I've worked across the full range: seed-stage startups building their first chart of accounts, a NASDAQ-listed public company managing SEC filings, government contractors facing DCAA audits, and growth-stage companies scaling past founder-led accounting.
FP&A buildouts, financial modeling, budgeting and forecasting infrastructure, SaaS metrics. I turn reactive accounting shops into proactive finance functions that drive decisions.
ERP evaluation, selection, and implementation. Finance process reengineering. AI integration into financial operations, including the data foundation work that makes AI actually useful.
DCAA audit preparation, CAS compliance, cost-type and fixed-price contract accounting. Six successful audits including multi-year engagements with DARPA, AFRL, ONR, and DEVCOM.
Pitch decks, pro formas, fundraising support, and building the finance teams that scale with the business. If you need a real finance function in 90 days, this is what I do.
Most finance challenges aren't about the math. They're about misaligned systems, missing infrastructure, and decisions being made without reliable data.
I've built FP&A functions from scratch, inherited broken ones and fixed them, and sat across the table from government auditors, venture capitalists, and boards of directors knowing exactly what each of them needed to hear.
"I led a number of DARPA R&D projects at Teknowledge. After Mike became CFO, he quickly cleaned up a number of old problems, including a never-ending DCAA multi-year audit that threatened the company's survival. Not only did he fix it, but he also found that another government agency owed us hundreds of thousands of dollars. That payment meant a lot to a company that ran on thin profit margins."
What nobody tells you the first time you own a board package. How to listen to the board, work with your CEO, and build a finance section that actually helps.
How I built accounting infrastructure, FP&A, and investor-ready reporting from scratch at a 60-person nanotech startup.
From 15% forecasting error to 5%. From six-week budget cycles to two. A detailed look at what it takes.
Whether you need strategic finance help now or want to discuss how I can contribute to your team long-term, I'm always up for a good conversation.
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