I've led finance when companies were built, rescued, and sold. Now I sit beside founders.
I've led finance when companies were built, rescued, and sold. Now I sit beside founders.
I'm the father of three. I love my family and I love my work.
After my last exit, I asked myself what was next. The companies that could hire me full time were public companies and PE firms. The founders I most wanted to help couldn't. So I built a firm where they can, and where I can still be the husband and father I want to be.
I've built my work into my life, not the other way around. I can hike with the kids in the morning, join a client's leadership team call before lunch, take an investor call in the afternoon, and be at a ballgame by evening.
A lot of founders built their companies for the same reason: a life on their own terms. Too many end up running them from a black box instead, making big decisions without knowing which parts of the business actually make money. Helping them get that clarity, and their life back, is the work that matters to me.
I'm the father of three. I love my family and I love my work.
After my last exit, I asked myself what was next. The companies that could hire me full time were public companies and PE firms. The founders I most wanted to help couldn't. So I built a firm where they can, and where I can still be the husband and father I want to be.
I've built my work into my life, not the other way around. I can hike with the kids in the morning, join a client's leadership team call before lunch, take an investor call in the afternoon, and be at a ballgame by evening.
A lot of founders built their companies for the same reason: a life on their own terms. Too many end up running them from a black box instead, making big decisions without knowing which parts of the business actually make money. Helping them get that clarity, and their life back, is the work that matters to me.
I've lived the moments you can't learn from a book.
Exits, turnarounds, restructurings, an IPO, and a budget rebuilt sixteen times in six weeks when COVID hit. Across software, healthcare, manufacturing, and consumer brands. Those high-pressure moments are usually when founders call, and I've been through them before.
I've been on both sides of a deal.
I've prepared companies for sale and investor diligence, including a quality-of-earnings review delivered in five days. I've been part of a dozen acquisitions, from diligence to integration. I know what buyers and investors look for because I've sat in those seats and answered those questions.
I've run the business, not just the books.
As a CFO/COO I've overseen operations, HR, legal, manufacturing, and distribution alongside finance, and rebuilt a 21-day month-end close into 3 days. The goal is never a better report. It's a better business.
I look for the mechanism.
I was trained in econometrics and lean process design, and it shows in how I work. I ask why something happened, find what's actually driving it, then build the simplest process that fixes it.
I've lived the moments you can't learn from a book.
Exits, turnarounds, restructurings, an IPO, and a budget rebuilt sixteen times in six weeks when COVID hit. Across software, healthcare, manufacturing, and consumer brands. Those high-pressure moments are usually when founders call, and I've been through them before.
I've been on both sides of a deal.
I've prepared companies for sale and investor diligence, including a quality-of-earnings review delivered in five days. I've been part of a dozen acquisitions, from diligence to integration. I know what buyers and investors look for because I've sat in those seats and answered those questions.
I've run the business, not just the books.
As a CFO/COO I've overseen operations, HR, legal, manufacturing, and distribution alongside finance, and rebuilt a 21-day month-end close into 3 days. The goal is never a better report. It's a better business.
I look for the mechanism.
I was trained in econometrics and lean process design, and it shows in how I work. I ask why something happened, find what's actually driving it, then build the simplest process that fixes it.
“He's transformed our reporting systems, bringing clarity and structure to what had once felt like a black box. He brings strategic vision that helps us align our financial planning with long-term goals, while staying grounded in day-to-day realities.”
Sarah Burrows, Co-Founder, Modern Sprout
“He's transformed our reporting systems, bringing clarity and structure to what had once felt like a black box. He brings strategic vision that helps us align our financial planning with long-term goals, while staying grounded in day-to-day realities.”
Sarah Burrows, Co-Founder, Modern Sprout
One CFO can't do everything, and you shouldn't pay CFO rates for work that doesn't need one. So every engagement is led by Jeremy and staffed with senior specialists who work fractionally, each doing the work they're best at.
- CFO: strategy, pricing, capital, and the decisions that matter
- VP of Finance: models, plans, and the analysis behind big bets
- Director of FP&A: the budget, forecast, and monthly package you run on
- Director of Shared Services: accounting and outside partners, including HR and legal
- Controller: clean books, AP, and payroll
- Financial Analyst: fast answers to specific questions
Every engagement has a strong second in command who knows your business, so you're never waiting on one person.
The team flexes with the work. You get what the business needs now, not a fixed org chart.
One CFO can't do everything, and you shouldn't pay CFO rates for work that doesn't need one. So every engagement is led by Jeremy and staffed with senior specialists who work fractionally, each doing the work they're best at.
- CFO: strategy, pricing, capital, and the decisions that matter
- VP of Finance: models, plans, and the analysis behind big bets
- Director of FP&A: the budget, forecast, and monthly package you run on
- Director of Shared Services: accounting and outside partners, including HR and legal
- Controller: clean books, AP, and payroll
- Financial Analyst: fast answers to specific questions
Every engagement has a strong second in command who knows your business, so you're never waiting on one person.
The team flexes with the work. You get what the business needs now, not a fixed org chart.
- Founder, Strategy First Finance · 2024 to present
- CFO/COO, Barton Publishing · 2024 to 2025
- Interim SVP Global Finance, Commvault · 2024
- CFO, Alyce · 2023 to 2024
- Head of Finance, Redox · 2019 to 2023
- VP Finance, Signal · 2018 to 2019
- Director of Finance, Strategy and FP&A, Amcor · 2016 to 2018
- Business Unit CFO and Strategic Finance Lead, ADP Dealer Services / CDK Global · 2013 to 2016
- Founder, Strategy First Finance · 2024 to present
- CFO/COO, Barton Publishing · 2024 to 2025
- Interim SVP Global Finance, Commvault · 2024
- CFO, Alyce · 2023 to 2024
- Head of Finance, Redox · 2019 to 2023
- VP Finance, Signal · 2018 to 2019
- Director of Finance, Strategy and FP&A, Amcor · 2016 to 2018
- Business Unit CFO and Strategic Finance Lead, ADP Dealer Services / CDK Global · 2013 to 2016
Fully remote, with clients across the country. Founder-led companies only, never PE-backed.
Not ready to talk yet? Take the free 25‑question Diagnostic →
Fully remote, with clients across the country. Founder-led companies only, never PE-backed.
Not ready to talk yet? Take the free 25‑question Diagnostic →