The finance seat, filled properly
A portfolio company needs a finance leader on day one, or the incumbent CFO does not survive the deal, or the seat is simply empty at the wrong moment. I can take it rather than start a search — and having sat on the diligence side, I build the function so it survives the scrutiny I used to apply.
Running the function
Full ownership of finance and accounting. The close calendar, the controls, the chart of accounts, and the team. FP&A, budgeting and forecasting that management can actually run the business against.
Reporting the sponsor trusts
Sponsor, lender and board reporting on a cadence that holds. Covenant compliance, working-capital discipline and cash management — the things that get noticed only when they go wrong.
Built to be handed over
The job is to leave the seat better than I found it. That means a permanent CFO can step in without relearning the company, and a buyer's diligence team finds a function that holds up when the exit comes.