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Ex-IB & Corp M&A | Fractional CFO + Bookkeeping | Boston I turn messy books into decisions you can act on

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Joined September 2019
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I spent 10 years in investment banking, M&A, and PE-backed businesses. One thing became obvious: Growing businesses often outgrow their financial infrastructure long before they realize it. The books get done. But nobody is answering questions like: → Why does cash feel tight? → What's actually driving profit? → Can we afford to hire? → Which parts of the business deserve more investment? That's where I help. I provide bookkeeping, outsourced accounting, and fractional CFO services to business owners that need more than a CPA but aren't ready for a full finance team. My job is simple: Turn financials into a tool for making decisions. If you're a business owner looking for more clarity around your numbers, book a free 30-minute consultation through my website. I'll help you identify where the biggest opportunities and bottlenecks are in your business.
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I started Granite Point to be the finance partner small businesses usually can't afford. This month that turned into the biggest project the firm has taken on. It began with a narrow ask. A potential client was buying a manufacturer, the first acquisition for a steel building platform they're building, and wanted to know if the price made sense. I walked them through what makes a business look better on paper than it is. The owner underpays himself, so replacing him lowers earnings. The building is owned, so rent has never hit the P&L. And equipment spending dropped sharply this year after several heavy years, so recent cash flow looks better than what it takes to keep the plant running. After walking them through how I would analyze the deal (free of charge), now I'm helping them close the deal, then building their finance function from scratch: ERP, multi-entity consolidation, a monthly close, and reporting by plant and product line as they look to continue scaling their business. It's the kind of work I hoped Granite Point would eventually do. Still sinking in that we’re already here
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After a long journey (my wife is a champ!!) we have a beautiful baby girl! And now I have a lot of new found time (2-5am) - any good book recs?
I’m about to have my first kid any hour (waiting in the hospital now) What’re we doing with paternity leave? I just signed a new client 2 weeks ago and don’t want to drop the ball, but clearly this time will be hectic and take priority over work, how does one balance this?!?
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I’m about to have my first kid any hour (waiting in the hospital now) What’re we doing with paternity leave? I just signed a new client 2 weeks ago and don’t want to drop the ball, but clearly this time will be hectic and take priority over work, how does one balance this?!?
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Mid-October is when owners start asking their CPA how to lower this year’s tax bill. Nine months too late to plan. Two months too early to panic. Just the right time to buy a truck you don’t need.
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A subscription CPG brand posted a fractional CFO role this month. One line stood out: inventory gets paid for long before it sells, and they wanted a forecast they could commit to before placing an order.
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Cash in is driven by subscriber cohorts, not a flat growth rate. Next quarter's cash depends on who's still subscribed, not on last month's revenue.
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I learned this working at an inventory-heavy business that hit $200M in revenue in two years. Revenue was never the constraint. The gap between paying for product and getting paid for it was.
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A cash flow forecast works the same for a ballet studio as for a YC-backed tech startup. A messy close is messy everywhere. Add-backs get inflated the same way in every sector.
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But I get why people ask. "Finance for everyone" sounds like finance for no one. For anyone selling a service: did you pick an industry niche or stay a generalist? And do you regret it either way?
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"So what industry do you focus on?" I've gotten that question maybe a dozen times in the last few months. Every time, I give a slightly worse answer. The truth is I'm a generalist by industry and a specialist by function.
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Granite Point started as an idea I had because I was bored at my day job and wanted to build something of my own. I figured I'd take on a few fractional CFO clients alongside everything else. I didn't plan much past that.
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Ten years ago, a services business at this stage needed real overhead before it could earn a dollar. That isn't true anymore.
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The year isn't even over, and I'm more excited about 2027 than I've been about anything in a while. The goal is a six-figure run rate going into the new year. Time to lock in.
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Your Virtual CFO retweeted
I’m looking to make an investment by the end of 2026 here. One business, $5M to $50M in revenue, an owner who wants more than a check. I put capital in the deal, then work beside you on pricing, customers, and incentives. If this is you, pitch me. The DMs are open.
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This client just signed an engagement letter on Friday 😈😈 I still think I have some work to do on finding a middle ground of giving away value, while not giving away the house We’ll get there, but time to celebrate the small victories! Chilis it is tonight!!
A few months ago I started doing something that felt backwards: giving prospects a full FP&A analysis before they ever sign anything. No teaser version. No "here's what I'd find if you paid me." The actual work: trends, opportunities, a 30/60/90 day view.
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