I partner with founders and investors to scale what's next.
Co-founder of Lextegrity (acquired 2025). Now fractional CFO and strategic operating partner to growth-stage SaaS companies.
THE CHALLENGES
Growth-stage companies run into the same patterns. The details differ — but the underlying challenges are consistent.
Sales Discipline
Pipeline quality drops, new reps ramp slowly, deal cycles lengthen, and the team chases poor-fit deals to hit quota — that's how growth quietly stops looking like growth as a company scales. At Lextegrity, this meant imposing discipline across the entire revenue engine — hiring, forecasting, pipeline, and spend — before those habits became expensive to unwind.
Build vs. Buy
Every founder weighs whether to build, partner, or acquire — and in practice, the lines blur. One of the deals I led at Marathon started as a partnership. Across three add-ons — tuck-ins, adjacent platforms, smaller tech adds — each carried very different real costs to integrate. Having run sale processes at Marathon and Lextegrity, I've seen diligence reward the tactical, not the strategic: clean IP, proper hiring, sales tax paid, revenue that ties out.
Cash Discipline
The most dangerous moment in a growing business is when revenue is up and cash is down, and no one can quite say why. Forecasts built on averages hide the timing that actually matters: which customer pays on day 30 vs. day 95, which vendor renewal is coming up next quarter, when payroll lands relative to collections. At Lextegrity, getting this right meant sizing expenses to the cash we actually had — not to projections of sales that hadn't materialized. That discipline kept the business alive without raising capital we didn't want to raise.
Unit Economics
As companies scale, the connection between growth and profitability can quietly break down — more revenue, but thinner margins and less cash than expected. At The Tie Bar, this meant getting rigorous about ROI by acquisition channel and rebuilding the cost structure from the margin up — driving EBITDA growth even as revenue contracted.
Operational Complexity
In enterprise and mid-market businesses, implementation, support, and customer success can't be afterthoughts — retention economics often matter more than new sales. At Lextegrity, this meant building those functions deliberately, understanding that the cost of losing a hard-won customer far exceeded the cost of keeping one.
Fundraising Discipline
Founders often assume more capital accelerates growth — but the wrong capital can force a trajectory that doesn't fit the business. At Lextegrity, this meant being deliberate about how much to raise, who we took money from, and turning down financing that required growth we didn't believe in — while building the right investor relationships long before we needed them.
HOW I WORK
I work as a fractional CFO and strategic operating partner — one company at a time. Engagements start with a 4-6 week assessment to understand the operating model, then settle into an ongoing cadence — typically 1–2 days per week. Finance is the anchor, but having built and run a SaaS business as co-founder, I engage across the full leadership team.
Assessment & Operating Model
The assessment covers sales motion, delivery model, team structure, underlying economics, and how the finance function actually produces its numbers. The output: the right operating and financial model, the two or three priorities that matter most over the next two quarters, and a plan for what to execute next.
Ongoing Partnership
Once the model and priorities are clear, the relationship becomes an ongoing operating partnership. I work directly with the CEO and leadership team on financial strategy, critical decisions, and the handful of metrics that actually drive durable growth. The work is strategic, not transactional — companies should have bookkeeping infrastructure in place.
TRACK RECORD
I've built, scaled, and sold companies from three perspectives — as a founder, an operator, and an investor.
Successful Exits
as a founder and a PE-backed operator
Dina Care — Fractional CFO
Healthcare SaaS • AI-enabled care-at-home coordination • October 2025–June 2026 • Acquired by Integrated Home Care Services (Nautic Partners)
Engaged as fractional CFO and strategic partner to the CEO. Stabilized cash and put operating discipline in place early in the engagement, then led the financial side of Dina's sale process from preparation through close — financial models, data room, and diligence. Dina was acquired by Integrated Home Care Services in May 2026 to create a combined platform for in-home benefit management.
Lextegrity — Co-Founder, COO & CFO
Compliance-focused B2B SaaS • Enterprise sales • 2018–2025 • Acquired by Case IQ (Resurgens Technology Partners)
Co-founded and built from inception to exit. Primary operating leader, overseeing hiring and organizational structure as the company grew to 50+ employees. Put structure around go-to-market operations — forecasting, pipeline management, pricing, sales team hiring, and marketing spend — while partnering with the CEO on GTM messaging, product, and technology strategy. Built implementation, customer success, and support functions serving 50+ enterprise customers including Coca-Cola, Airbnb, AstraZeneca, FedEx, and Halliburton, achieving 105% net revenue retention. Led fundraising, shifted strategy to achieve cash-flow-positive operations, and ran the full M&A process through close.
The Tie Bar — CFO
E-commerce / DTC brand • Portfolio company of Chicago Growth Partners • 2014–2016
Led finance and scaled operations to manage 300K+ orders / 1M+ products shipped annually. Supported 35% revenue growth in year one, then managed a strategic shift that grew EBITDA by 13% despite a 10% revenue decline — optimizing fulfillment costs, streamlining operations, and using ROI analytics to redirect marketing spend toward profitable channels. Led 3PL outsourcing that reduced fulfillment costs from 20% to 16% of revenue. Refinanced debt facility, cutting interest costs by 40%.
WorkWave (Marathon Data Systems) — CFO & VP of Strategy
Field Service SaaS • Mid-market • 9,000+ customers • 2011–2013 • Acquired by Chicago Growth Partners
Drove 80% revenue growth and 100% EBITDA growth as CFO and VP of Strategy, partnering with CEO on a 5-year growth roadmap. Co-led the company’s sale process, managing diligence and outreach to 30+ prospective buyers. Led 3 strategic acquisitions as operator — including new-platform market entry and services for resale — spanning 35+ employees, 4,000+ customers, 3 tech stacks, and $10M+ in capital deployed. Grew team to 110+ employees.
Background
Earlier in my career, I invested in private equity at Gaja Capital Partners in Mumbai, where I sourced and executed growth equity deals and helped raise a $200M institutional fund, and worked in alternative investments at Merrill Lynch in New York.
Today, through Scale Advisers, I work as a fractional CFO and strategic operating partner to SaaS founders and investors. I'm based in Chicago and hold an MBA from the University of Chicago Booth School of Business and a BA in Economics from Northwestern University.
Let’s Talk
I take on one engagement at a time. I work best with founder-led SaaS companies selling into enterprise or mid-market — typically a few million to a few tens of millions in ARR — where revenue exists and growth now requires more discipline than the founding team can carry alone.
This isn't the right fit for companies looking for bookkeeping or transactional finance support, for teams still searching for product-market fit, or for leaders who want analysis without changing how decisions actually get made.
If that resonates, I'd welcome a conversation.