Selected Mandates

Representative work across finance leadership, reporting pressure, transaction execution, and institutional build-out.

Client names, dates, and identifying details are omitted. The intent is to show the operating scope assumed, the level of execution required, and the standard of finance leadership brought to live situations. Related services provide the corresponding mandate areas.

Mandate 01

IPO execution, finance institutionalization, and scaled growth

Operating Scope
  • VP Finance / FP&A leadership supporting CFO and Board
  • Oversight of ~$100M to ~$300M revenue growth across multi-entity structure
  • Direct interface with executive team, Board, and external auditors
  • Ownership of FP&A, reporting cadence, IPO readiness, and acquisition integration
Situation

At entry, finance operated at a private-company standard with no formal FP&A function, a ~25-day close cycle, and reporting not aligned to board or investor expectations. The business was simultaneously pursuing acquisitions and preparing for public-market scrutiny, requiring senior finance leadership within a CFO-led structure to execute IPO readiness, institutionalize finance, and support rapid scale and acquisition activity. The role sat directly under the CFO while the business moved through a step-change in reporting standards, acquisition activity, and revenue growth from ~$100M to ~$300M.

Execution
  • Built the organization’s first FP&A function, introducing forecasting, scenario modeling, and board-level reporting cadence.
  • Reduced close cycle from ~25 days to ~6 days and established a repeatable reporting calendar aligned to public-company timelines.
  • Led IPO readiness workstreams including audit coordination, disclosure support, and governance alignment.
  • Supported capital raising and transition to public markets, strengthening institutional reporting and investor-facing narrative.
  • Led execution and integration across ~$140M of acquisitions.
  • Strengthened governance, controls, and finance processes to support rapid scale.
Key Metrics
  • Revenue growth: ~$100M to ~$300M
  • Close cycle: ~25 days to ~6 days
  • Transactions integrated: ~$140M
  • FP&A: built from zero to board-ready
  • Reporting: transitioned to public-company standard
Outcome

The company successfully completed its IPO and listed on the TSX with a disciplined, institutional finance function supporting growth and investor credibility, aligned with IPO & Public Company Readiness and Finance Transformation & Institutionalization.

Context

A high-growth, venture-backed business was preparing to transition from private ownership to the public markets while scaling rapidly.

Why This Matters

Public-company readiness requires finance leadership that can institutionalize the function while execution pressure remains high.

Mandate 02

Executive leadership, operational reset, and negotiated transaction outcome

Operating Scope
  • Interim executive leadership (CFO / COO equivalent)
  • Direct reporting to Board and participation at board level
  • Ownership of finance, operations, and execution cadence
  • Lead interface across legal, financial, and transaction stakeholders
Situation

Execution was fragmented, accountability unclear, and metrics underutilized. A large portion of revenue was approaching renewal, creating pressure across performance, credibility, and transaction timing. Appointed by the Board to provide executive leadership across finance and operations, the mandate was to stabilize the business and achieve a successful transaction outcome, including direct leadership of the deal process and transaction negotiations rather than finance support alone.

Execution
  • Established structured operating cadence across leadership and board reporting.
  • Reset pricing, product strategy, and margin discipline.
  • Rebuilt go-to-market execution and clarified ownership across teams.
  • Introduced KPIs and decision frameworks to manage renewal risk.
  • Stabilized cash, working capital, and burn.
  • Rebuilt board-level reporting and decision frameworks.
  • Led transaction negotiations directly with buyers and legal advisors.
Key Metrics
  • Revenue predictability restored through critical renewal cycle
  • Operating model reset from fragmented to structured execution
  • Transaction successfully executed aligned with board objectives
  • Direct ownership of deal structuring and negotiation
Outcome

The organization stabilized and was successfully sold, delivering a transaction outcome aligned with board and shareholder expectations, consistent with Transaction Readiness & Execution and Interim CFO & Finance Leadership.

Context

A multi-product technology business experienced abrupt CEO and CFO departure, requiring immediate leadership to stabilize execution and deliver a path to liquidity.

Why This Matters

Leadership disruption often collapses into a finance and governance problem; this kind of mandate requires operating authority and deal judgment.

Mandate 03

Sell-side transaction readiness and embedded operational leadership

Operating Scope
  • Interim CFO and de facto COO
  • Direct engagement with ownership, bankers, and buyers
  • Oversight of finance, operations, and transaction readiness
  • Leadership of reporting, KPIs, and diligence preparation
Situation

Financial reporting was cash-based, KPIs were inconsistent, and the business was not prepared for diligence or investor scrutiny. The engagement required interim CFO leadership to prepare the business for transaction, including financial readiness, reporting, and operational alignment, with finance cleanup, management preparation, and embedded operating leadership through a live sell-side process.

Execution
  • Transitioned reporting from cash basis to GAAP-compliant accrual accounting.
  • Built normalized EBITDA and quality-of-earnings framework.
  • Developed transaction-grade data room.
  • Established KPIs aligned to value drivers.
  • Improved revenue predictability and margin visibility.
  • Prepared leadership for diligence and investor scrutiny.
  • Coordinated directly with bankers and transaction stakeholders.
Key Metrics
  • Reporting: cash basis to GAAP-compliant
  • Data room: rebuilt to transaction-ready standard
  • KPIs: established and aligned to valuation drivers
  • Business: transitioned to transaction-capable state
Outcome

The business achieved transaction readiness and entered process with materially stronger valuation clarity and buyer confidence, aligned with Transaction Readiness & Execution.

Context

A founder-led business required preparation for a sell-side transaction but lacked institutional reporting, KPIs, and transaction-ready financials.

Why This Matters

Sell-side work fails when finance cannot withstand scrutiny; this kind of mandate requires both execution and operating judgment.

Mandate 04

Audit recovery, control remediation, and restoration of credibility

Operating Scope
  • Interim CFO and audit remediation lead
  • Direct accountability to Board and Audit Committee
  • Primary interface with Big Four auditors
  • Ownership of audit process, controls, and reporting
Situation

Audit processes were incomplete, documentation insufficient, and controls not operating effectively. Deadlines were at risk and external scrutiny was increasing, requiring interim CFO leadership to remediate audit issues, restore the control environment, and complete the audit successfully.

Execution
  • Rebuilt audit files and supporting documentation.
  • Remediated control deficiencies across processes.
  • Standardized accounting policies and documentation.
  • Reset audit timelines and reporting cadence.
  • Re-established working relationship with auditors.
  • Coordinated across management, auditors, and board.
Key Metrics
  • Audit: delayed / at-risk to successfully completed
  • Controls: remediated and stabilized
  • Reporting deadlines: met under pressure
  • Stakeholder confidence: restored
Outcome

The audit was completed successfully, with a stabilized control environment and restored credibility across auditors and stakeholders, reflecting Audit Recovery & Governance.

Context

An organization faced audit delays and control deficiencies, placing reporting credibility and stakeholder confidence at risk.

Mandate 05

Financial reporting leadership, technical accounting, and public-company readiness

Operating Scope
  • VP Financial Reporting / Technical Accounting Lead
  • Ownership of financial statements and disclosures
  • IFRS / US GAAP policy development
  • Audit leadership and ICFR / controls
  • Multi-entity reporting and consolidation
Situation

Engaged to step into a reporting environment where accounting policies were inconsistent, reporting was fragmented, and audit readiness was limited under increasing scrutiny. The intervention required assuming direct ownership of reporting output, policy development, audit interface, and control structure in order to establish technical accounting standards, external reporting discipline, and audit readiness rather than acting as a technical reviewer.

Execution
  • Led preparation of financial statements and disclosures.
  • Developed accounting policies across complex areas.
  • Authored technical accounting memos.
  • Established internal control frameworks.
  • Led audit process and auditor coordination.
  • Strengthened reporting and close processes.
Key Metrics
  • Reporting: elevated to institutional standard
  • Audit: completed with strengthened control environment
  • Policies: standardized across key accounting areas
  • Multi-entity reporting: consistent and structured
Outcome

The organization achieved public-company-level reporting discipline, audit readiness, and a scalable technical accounting foundation, aligned with Financial Reporting & Technical Accounting.

Context

A scaling organization required elevation of financial reporting and accounting to institutional and public-company standards.

Mandate 06

Controllership build and finance function institutionalization

Operating Scope
  • Corporate Controller / Finance Lead
  • Oversight of accounting operations and reporting
  • Leadership of finance team and processes
  • Ownership of controls, systems, and governance
Situation

Engaged to step into a finance function where close processes were inconsistent, controls were underdeveloped, and reporting lacked structure. The intervention required redesigning the finance operating backbone, clarifying team ownership, and putting in place the controls and cadence needed to build and institutionalize a controllership function capable of supporting scale, audit, and operational decision-making.

Execution
  • Built controllership function across accounting and reporting.
  • Reduced close timelines and standardized reporting cadence.
  • Designed control frameworks and governance processes.
  • Improved financial data integrity and consistency.
  • Implemented systems and process improvements.
  • Built and led finance team.
Key Metrics
  • Close cycle: reduced and standardized
  • Controls: established and institutionalized
  • Reporting: consistent and repeatable
  • Finance function: scaled for multi-entity growth
Outcome

A structured, scalable finance function was established, supporting growth, audit requirements, and operational decision-making, aligned with Controllership & Finance Function Build.

Context

A growing organization required a scalable finance function to support multi-entity operations, reporting, and growth.