Building financial systems that help leaders make more confident decisions.
Eight years across Big 4 audit, PE-backed M&A due diligence, corporate planning, and hospitality FP&A. Increasingly focused on asset and portfolio-level ownership of a P&L, not just reporting on one.
Where to look
Audit discipline, deal diligence, and capital planning — one continuous thread.
Click a role to expand it. Same resume, organized the way I'd actually report it to a CFO.
The work, by chapter
One continuous thread, from audit discipline to capital planning. Pick a chapter to see the mandate and what it produced.
Finance capabilities
A 20-property portfolio, modeled the way a sponsor's CFO would need it.
12 equity co-investment assets, 8 fee-only assets, pooled cash-flow IRR/MOIC at the deal and corporate level. Data below is illustrative and built to demonstrate methodology, not to disclose any employer's or client's actual figures.
What the model does
Pooled cash flows, not averaged returns
IRR cannot be averaged across assets without distortion, each property has its own timing and magnitude of cash flow. The model pools cash flows across the portfolio before computing IRR at the corporate level, and separately at the per-deal level, so the headline return is mathematically defensible rather than a shortcut.
Power BI's DAX has no native XIRR function, so the iterative IRR calculation is verified independently in Python before being trusted in the dashboard.
Corporate model assumptions
The corporate layer is built bottom-up. Corporate compensation runs at 24% of fee revenue, and direct operating costs (field staff and regional operations) at 52% of fee revenue. Together they drive a total corporate EBITDA margin of roughly 12%.
Open to connecting about new opportunities, ideas, and people worth knowing.
Whether it's a role, an introduction, or comparing notes on finance and AI, I'm always glad to connect.
Get in touch
Pick a time that works and we'll take it from there.