I’ve spent the last two decades at enterprise software companies including Box, Salesforce, Microsoft, and SAP, and today I advise founders and executive teams building AI-native products on a fractional basis.
I build functions from zero, stand up the operating cadences a leadership team runs on, and own the work that turns ambiguity into a decision the board can act on. That has meant building and leading corporate development end to end: investment thesis, market mapping, sourcing, negotiation, diligence, and integration, along with the inorganic strategy that decides whether a capability gap gets closed by acquiring, partnering, or building internally, and the financial models and board-facing investment memos behind those calls.
As a fractional CFO for AI-native startups, I own the model, the forecast, and the cash and runway scenarios, and I build the KPI layer that ties product usage, pipeline, and revenue to unit economics and burn. I prepare the board and investor materials and run the operating rhythm that keeps a plan honest: weekly reviews, budget checkpoints, quarterly planning.