Numbers you can trust. Systems that outlast the engagement.
Fractional CFO leadership that understands your technology spend and your systems, not just your financial statements. Clean, traceable numbers and processes that hold as you scale, for founder-led companies that want to grow, acquire, and stay in control.
Every engagement begins with an Operations & Finance Baseline Assessment.
Diagnosis through implementation. Not recommendations alone.
We do the work or coordinate the specialists who do, and stay responsible for the result either way.
Fractional CFO Leadership
Board-ready reporting, cash and capital planning, a month-end that closes on schedule, and a finance function that grows with the company instead of behind it.
ExploreAcquisition & Capital Readiness
Evaluating a company you want to buy, planning the integration, and preparing the numbers your lender or investor will ask for.
ExploreFinancial & Operational Transformation
Systems selection and configuration, data integration, spend controls, and the operating cadence that turns a monthly report into a management tool.
ExploreTechnology, Cloud & AI Financial Management
Cloud, SaaS, and infrastructure are now among the largest lines on a founder-led P&L. Ten years inside IT financial management, applied to pricing, allocating, and defending that spend, AI usage included.
ExploreAI Advisory
The foundation first, then AI orchestrating the business on top of it: custom software shaped to your model, your culture, and the tools you keep. Led by a finance leader who decides when you’re ready, not a vendor who needs you to be.
ExploreThe Operations & Finance Baseline Assessment
A scoped, paid review of where your finances stand against what the company’s next stage will require. Delivered as a prioritized roadmap.
How it worksThe Operations & Finance Baseline Assessment
A two-to-three-week review of your back office: what you have, what’s working, what’s at risk, and what to fix first. Directional by design, so it guides the next decision rather than auditing the last one.
- The top risks, ranked, and the quick wins you can act on now
- A prioritized roadmap for the next six to twelve months
- A proposed scope for ongoing financial leadership, if that’s the right next step
Founder-led companies whose machinery underneath has to keep up.
Real revenue, a founder who built something worth protecting, and numbers that are about to be tested, by growth, by a lender, or by an acquisition.
Taking on a lender or an investor.
Growth capital comes with questions about your numbers. You’d rather have the answers ready than build them under a deadline.
Looking to acquire, not be acquired.
You want to be the one doing the buying. That takes a financial model, a business case, and a plan to integrate what you buy without breaking what you have.
Growing, and the numbers aren’t keeping up.
The business works, but the monthly report arrives late, the forecast is last year plus a percentage, and nobody can say what the technology stack really costs.
Where we’re not the fit: bookkeeping, tax preparation, audit, or a pre-revenue idea still looking for its first customer.
What the numbers need to support.
If your monthly close isn’t real, neither is your forecast.
The hiring plan, the second location, and the credit line all sit on the same close. What makes it real, and what it takes to get there.
Read moreThe same discipline, across industries.
Client identities are withheld or generalized. Detailed case studies are available on request.
A cloud migration cost model that made financial sense
Worked across Finance, Engineering, and Architecture to build a total-cost model comparing on-premise and cloud, including the capital-versus-operating expense impact, so leadership could forecast return against a usage-based budget.
Building the financial structure for scale
Financial planning, streamlined operations, and GSA onboarding support for a growing cybersecurity firm: the infrastructure a company needs before it needs it.
Fractional CFO for an acquisition-active operator
Ongoing fractional CFO work for a certification business with a multi-country footprint: acquisition evaluation, financial operations cleanup, budgeting and forecasting, vendor assessment, and CRM strategy.
Adnan "AJ" Jamaleddine
I spent my high school years working in my dad’s business. After five years he sold it and started over. Six or seven years after that, the next one. Other people in my family have walked the same road.
Back then I couldn’t name what was missing. I can now.
I spent the next twenty years in strategic finance, FP&A, and IT financial management, consulting at Booz Allen Hamilton and then governing technology and finance portfolios north of $200M for a publicly traded internet-infrastructure company. None of those tools were magic. They were just out of reach for businesses that couldn’t carry a full finance department.
That’s the piece I bring. Fractional CFO work is the part most founder-led companies skip, and it’s the part that decides whether a business lives or dies. When a founder finally sees their numbers clearly, it doesn’t stop at the business. It reaches their family, their employees, their community. I’ve watched what happens when a business doesn’t have this. I want to be the reason more of them do.
Four commitments, on every engagement.
The same terms whether the engagement is a three-week assessment or a multi-year retainer.
Assessment first
The introductory call is free. The Operations & Finance Baseline Assessment is paid, scoped in writing, and delivered as a working roadmap. It becomes the blueprint if the engagement continues.
A fixed monthly retainer
Ongoing financial leadership runs on a fixed monthly retainer, billed in advance. You’re buying senior judgment on call and a set of decisions supported, not a number of hours logged.
Written scope, every time
Scope, deliverables, and terms are agreed in writing before work starts, however warm the relationship. It keeps the work about the work.
Priced on value
Fees reflect the decisions the work supports and the responsibility we carry for them. Rates hold once set.
Thirty minutes on where the company is headed, and what the numbers need to support.
We’ll talk about what’s coming, what’s likely to be tested, and whether a Baseline Assessment is the right next move. If it isn’t, we’ll say so.