Consulting CFO · $5M–$75M Businesses
Most financial reports are rear-view mirrors. I’ve spent 40 years learning to read the road ahead—why things are happening, what the patterns underneath mean, and what you can actually do about it. If that’s a question you’ve been sitting with, I’d welcome the conversation.
What owners carry
You’re running a real business—but the numbers feel like a foreign language. You’re not sure if you’re actually profitable, whether you can afford that hire, or what your business is worth if you ever want to sell. These aren’t small questions. They’re the ones that keep owners up at night.
Profitable on paper, but watching the bank account with anxiety. You need a 13-week cash picture, not a monthly report.
Something is eating your margins—but the reports don’t show you where. The structure underneath is hiding it.
80% of businesses never sell. The structural problems that kill deals are all preventable—if you start early enough.
The guide
What’s the structure underneath?
That’s the question I’ve been asking about every business I’ve worked with—in international banking at UBS, as a full-time CFO (where I grew one company from $7M to $67M), and in consulting work across industries ever since.
What I’ve come to realize is that the question matters more than the credential. If something in your numbers doesn’t make sense, that’s exactly what I want to help you work through.
I built this site to share what I’ve learned freely. If it raises a question about your own situation, I’d welcome the conversation.
How it works
Working with a CFO shouldn’t feel like a procurement process. Here’s exactly what it looks like.
1
We talk about your business—where you are, what you’re trying to do, what’s getting in the way. No prep needed. No agenda except your questions.
2
I show you what the numbers are actually telling you—the patterns underneath the reports, and where the real opportunities or risks are hiding.
3
You make the big decisions—hiring, pricing, capital, exit—with a clear financial picture instead of a gut feeling.
What’s at stake
— Flying blind on cash flow
— Margins eroding unnoticed
— Decisions made on instinct, not data
— A business that can’t be sold
+ 13-week cash visibility
+ Revenue structure understood
+ Confidence in every major decision
+ Exit-ready from day one
What’s on your mind?
If something you read here raised a question about your own situation, send it. The best ones become new articles—with credit to you, if you’d like.
Start here
40 years of financial patterns, shared freely. The best ones become the foundation for everything else.
Not a bookkeeper. Not an accountant. A CFO sees the financial structure of the whole business—and what needs to change.
Read →The difference between flying blind and seeing the road ahead. How a 13-week cash forecast changes everything.
Read →Three structural problems that kill deals—and why they’re all preventable if you start early enough.
Read →Two ways of looking at the same money. One shows you reality. The other can hide it.
Read →LLC, S-Corp, C-Corp—the real differences, the tax implications, and the one question most owners skip.
Read →The IRS has a specific idea of what “reasonable” means. Getting this wrong can cost six figures.
Read →Payroll, sales, income, franchise—what you owe, when you owe it, and the traps that catch people.
Read →It’s not revenue growth. It’s making yourself replaceable. The paradox that unlocks real enterprise value.
Read →Six layers of acquisition financing. What each one costs you—in money, control, and flexibility.
Read →How you pay for an acquisition determines whether you thrive or become a zombie. A buyer’s guide to structuring the deal.
Read →The primary tool for acquisition financing—eligibility, viability criteria, and structural advantages.
Read →Skip the hype. A practical framework for where AI actually moves the needle—and the governance problem you already have.
Read →Two days, 17 sessions, and a few ideas that stuck. Exit readiness, capital structure, AI governance, and the value of being in the right room.
Read →Endorsements are coming soon. View all →
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I’m a Partner at Redstone, where I advise business owners on cash flow, growth, financing, and exit planning. If you’re looking for hands-on financial leadership for your business, this is where I do that work.
Visit Redstone BCG →
I’m a member of Landing Big Whales, a Houston-based B2B network built around strategic relationship-building for business owners and professionals. Join us and learn about the Spiderweb Effect®.
Visit Landing Big Whales →My career started in international banking with UBS, managing Fortune 500 lending relationships from Chicago and New York. I’ve since worked as a full-time CFO—growing one company from $7 million to $67 million in revenue—and as a consulting CFO advising businesses across a range of industries.
I was born and raised in South America and am fluent in English and Spanish. I hold an MBA in Finance from the University of Chicago and a BS in Finance from Brigham Young University.
Today I’m a Partner at Redstone Business Consulting Group, where I advise entrepreneurs on cash flow, growth, financing, and exit planning. My sweet spot is working with businesses in the $5M to $75M revenue range.
MBA in Finance — University of Chicago
BS in Finance — Brigham Young University
Redstone Business Consulting Group — Partner
CFO Leadership Council — Houston Chapter
The FENG — Financial Executives Networking Group
Vistage — Peer Advisory Group
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