15 years scaling SaaS.Building finance for global growth.

A finance organization has to grow with the business without becoming a collection of disconnected specialists. Accounting, planning, tax, treasury, payables, receivables, and reporting each have different responsibilities, but they must work from consistent information and support the same operating decisions.

I joined ISN when finance was a small team and helped develop it into a multidisciplinary organization. I have been directly involved in recruiting and interviewing the people who joined, identifying where specialist expertise was needed, developing managers, and advocating for new roles as the company expanded. The challenge was not simply adding headcount; it was deciding which capabilities the company needed, who should own them, and how those responsibilities should work together.

I have led across corporate accounting, technical accounting, FP&A, tax, treasury, and the payables and receivables functions. My role has included establishing financial processes, supporting controls and audit readiness, planning for international operations, and developing people who can manage increasingly complex work independently.

I understand how to build a finance team because I have helped do it through successive stages of growth. I can assess what is missing, design the structure, recruit the right people, establish accountability, and continue developing the organization as its needs change.

A recurring-revenue business has different financial questions from a transaction-driven company. Retention, customer acquisition, pricing, collections, service delivery, and workforce investment all influence how growth translates into cash flow and operating capacity. Finance needs to understand those relationships well enough to help management act on them.

I have led subscription revenue forecasting for more than a decade and worked closely with commercial and operating leaders on pricing, customer trends, budgets, and resource allocation. I have also overseen operating expense and workforce planning, bringing the different pieces together for executive leadership and board-level review.

My approach is to separate the growth the business wants from the growth its operating assumptions support. That makes it possible to identify what needs to change, where to invest, and what risks leadership is accepting. Forecasting is part of that work, but the larger responsibility is helping the company make sound commercial and capital allocation decisions.

My financing experience includes being the primary internal lead on corporate term-loan transactions and syndicated facilities. I have negotiated credit agreements, pricing, and covenant structures, coordinated financial workstreams, and worked directly with senior banking executives to complete transactions.

I have also originated an institutional lending relationship from the first introduction and personally led the commercial discussions that followed. That is different from administering an established relationship. It requires helping a lender understand the business, assessing what each party needs, and staying accountable for getting the agreement finished.

I look beyond the initial price. A financing decision also determines how much room management has to operate, what obligations the business is accepting, and how the relationship will work when circumstances change. Those considerations belong in the negotiation, not in a review after the documents are signed.

Having worked inside the operating business gives me a practical basis for those conversations. I can connect the financial case presented to a lender with the forecasts, reporting, and operating responsibilities the company will have to deliver afterward.

For Blackstone Growth’s 2020 investment in ISN, I was a primary internal finance lead on sell-side diligence. I worked directly with senior Blackstone investment professionals, executive leadership, and external advisors on the financial work supporting the transaction.

That work drew on years of knowing how the business operated. Producing information was one part of the job. Explaining what the numbers represented, working through follow-up questions, and connecting the financial record to the underlying business were equally important.

On the buy side, I have participated in multiple acquisition processes, including leading finance diligence and integration workstreams for ISN’s 2023 acquisition of Transparency-One. The perspective changes when you become the owner: someone has to turn the investment case into reporting, financial responsibilities, and an integration plan people can carry out.

I bring experience from both sides of that conversation, with responsibility inside the company rather than solely as an external advisor. My interest is in understanding what the financial evidence supports and what the organization will need to do after the transaction closes.

International expansion is not simply opening a new office. It changes the requirements for accounting, tax, treasury, reporting, collections, and the way local operations fit into the wider company. I have helped support that expansion across multiple geographies while building the financial capabilities needed to operate responsibly.

My background includes more than a decade working with Big Four audit firms, including PCAOB-standard engagements, as well as technical accounting, revenue recognition, consolidation, financial reporting, and the controls expected of a sophisticated, investor-backed business.

I have worked across the full finance operation, including corporate accounting, tax, treasury, accounts payable and accounts receivable. The objective is a function that can close accurately, explain performance, meet its obligations, manage cash, and support management without depending on improvised processes every time the business changes.

I bring the experience of connecting these functions into an operating organization—not simply advising on one discipline in isolation.

When a business scales, the systems that supported an earlier stage can become constraints. I have led successive finance platform implementations and optimization efforts, from assessing what the business needed and evaluating alternatives to selecting implementation partners, presenting recommendations, and leading the finance work through delivery.

I approach systems as part of organizational design. The right platform should support the responsibilities of accounting, tax, treasury, payables, receivables, planning, and reporting. It must also produce information that management and external stakeholders can trust. Technology cannot compensate for unclear ownership or poorly designed processes.

I am hands-on with automation and AI, including developing tools and recurring workflows and encouraging adoption across the finance team. I also represent Finance in cross-functional work on AI governance. That experience helps me distinguish a promising prototype from a capability the organization can safely operate and maintain.

My value is not familiarity with any one vendor. It is knowing how to evaluate financial infrastructure, make the case for change, lead implementation, and build the team that will operate it.