Expertise
Three interlocking disciplines, finance, operations, and technology, applied to organizations that need more than a functional specialist.
Core disciplines
Most senior finance leaders have one strong suit. The value I bring is that these three disciplines are inseparable in how I think and work.
Every engagement starts here. Before strategy, before optimization, before growth, leadership needs to know where the business actually stands. That means reporting they can trust, a close process that works, and governance that catches problems before they compound.
I rebuild financial infrastructure from the ground up when needed, or shore up the gaps in what already exists. The goal is always the same: a financial picture that's accurate, timely, and actionable.
Strategy without execution infrastructure is just a deck. I translate organizational intent into the processes, accountability structures, and management rhythms that make it real. This is the work that doesn't show up on a résumé but determines whether a company actually functions.
I've built and led cross-functional teams, managed turnarounds, supported M&A integration, and designed operating models for businesses scaling past the point where informal coordination stops working.
This is where most finance leaders stop. I don't. The ability to evaluate, select, implement, and extract value from technology systems, ERP, BI, data infrastructure, is increasingly the difference between a finance function that leads and one that just reports.
I've directed ERP strategy across Acumatica, NetSuite, Trimble, Penguin Data, and QuickBooks Advanced. I've built modern analytics stacks, implemented cybersecurity controls, and designed PostgreSQL-backed reporting infrastructure. I can have a substantive conversation with your IT team and your board on the same day.
Tools & Platforms
ERP & Finance
Data & Analytics
Infrastructure
Specialty
Track record
Served as CEO of a dormant public subsidiary, reviving its asset base and preserving approximately $20M in shareholder value that would otherwise have been lost.
Rebuilt financial and operational reporting at Cable Services Co., eliminating manual Excel workflows across payroll, subcontractors, taxes, and benefits.
Corrected balance sheet and compliance issues at a multi-division contractor, recovering approximately $200K in revenue and avoiding ongoing penalty exposure.
Built financial models and operating plans that supported successful angel funding rounds across multiple client organizations through Oswald Consulting.
Over the life of Oswald Consulting, served 32 client organizations across software, fintech, telecom construction, and real estate, from seed-stage to public company.
Built and operated a solo consulting practice to $212K in peak annual billing, managing project teams of up to 8 personnel including staff and contractors.
Engagement models
Ongoing CFO or COO-level engagement on a part-time or project basis. Ideal for organizations that need senior strategic presence without a full-time executive hire.
Typically 1–3 days per week. Minimum 3-month engagement preferred.
Director, VP, or CFO-level full-time placement for organizations that need a dedicated operator. I'm actively considering select opportunities in the right environment.
Open to relocation. US and Europe considered.
Defined-scope engagements: ERP implementation, financial model build, compliance remediation, M&A support, or systems modernization. Clear deliverables, fixed timeline.
Scoped by project. Timeline and structure to be defined.
Light-touch strategic input for founders or investors who need a senior finance and operations perspective without an ongoing operational commitment.
Monthly retainer. Best for early-stage or pre-raise situations.