Technology CFO work, from the operator's seat.

Growth hides bad unit economics.

A technology company can grow revenue fast and still be building on sand. ARR climbs, the team celebrates, and underneath it net revenue retention is soft, CAC payback is stretching, and a third of the cohorts never turn profitable. A generalist finance leader manages the top line and gets surprised by the balance sheet. An operator who has run the scale-and-sell cycle reads the cohorts first.

I build the finance function a technology buyer or investor expects to see, then run it until it holds on its own. I did it once already at Medicx Health, a health-technology and digital-media business, scaling it from a declining base to $40M at 20%-plus EBITDA and a $95M sale to OptimizeRx in October 2023. That arc, stabilize then scale then exit, is the foundation every engagement runs on.

What I run for SaaS and technology businesses

• Revenue quality. ARR and its movements, net revenue retention by cohort and segment, and clean ASC 606 revenue recognition so deferred revenue and bookings-to-revenue survive an auditor and a quality-of-earnings review.
• Unit economics that hold up. CAC payback, gross and contribution margin by product and cohort, and a defensible read on the Rule of 40 rather than a vanity version of it.
• Cash and runway. A driver-based model that ties burn to hiring, pipeline, and collections, so runway has one answer everyone trusts and scenario cases sit underneath it.
• Board and investor reporting. A monthly package a PE operating partner or venture board reads without a follow-up call, with KPI definitions written down.

Metrics I run

Capital events and exit readiness

Most technology finance functions are built to close last month, not to defend a valuation. When a raise or a sale is on the table, the gap shows up fast. I get the numbers to institutional grade before diligence starts: EBITDA and ARR bridges that reconcile, a data room that answers the question before it is asked, and quality-of-earnings readiness so the buyer's accountants confirm your story rather than rewrite it. I advise on the finance side of the transaction. I am not a broker-dealer and I do not raise capital or make paid introductions.

Beyond the Medicx build, I have stood up the SaaS metric stack investors underwrite... ARPU, retention, cohort economics, and lever-based forecasting... and led enterprise ERP implementations that gave finance a single source of truth. That is the discipline I run for technology and SaaS businesses now.

The first 90 days.

The first ninety days are about truth, not transformation. I rebuild the model bottom-up so burn ties to hiring, pipeline, and collections, then rebuild the ARR waterfall so new, expansion, contraction, and churn each carry a number you can defend. I clean revenue recognition to ASC 606 so deferred revenue holds up, and I stand up a board package that reads forward rather than backward. By day ninety you know which cohorts to fund, what your real runway is, and whether the story is ready for a raise or a sale. Everything after that is execution against a plan the numbers actually support.

Starting smaller

If the scope is not yet clear, the Pulse Check is the entry point. Thirty days, a fixed fee, and a structured read on cash, margin, and KPI maturity ending in a prioritized action memo you own whether or not we continue.