Two decades leading finance across global, PE-backed, and multi-entity companies. I build the financial visibility and operating discipline that let complex businesses grow with confidence.
I grew up in New York, in a large Italian family full of entrepreneurs. Grandparents, uncles, cousins, family friends, all building businesses from nothing. Some thrived. Some went under. What separated them wasn't talent or effort. It was financial acumen. Whether they understood their own numbers well enough to run the business, or were run by it.
That pattern is why I went into finance. Sound financial management is the difference between a business that lasts and one that doesn't, and I wanted to be the person who could make that difference.
Over two decades I've carried that conviction from institutional finance at the Bank of New York through CFO and senior finance roles across technology, professional services, workforce solutions, and distribution, in businesses ranging into the billions in revenue. The same failure mode shows up everywhere: plenty of reports, not enough command of the numbers that actually drive the business. The fix was rarely more data. It was sharper financial judgment, clearer priorities, and the discipline to act on both.
Today I serve as Americas CFO for a PE-backed global workforce solutions company. I'm also a recognized voice on financial leadership and decision-making, named a 2025 Atlanta CFO of the Year finalist and a 2026 Titan 100 honoree.
Every business runs on the same five signals. Most companies watch one or two. The ones they don't watch are where the surprises come from.
Two decades of finance leadership in businesses where complexity is the norm: global operations, multiple entities, private-equity ownership, and revenue measured in the hundreds of millions to billions.
Over the years I developed a way of thinking about financial visibility that I now call the Reaction Tax: the cost a business pays when it finds out too late. It's the through-line of how I operate as a CFO, and the subject of my forthcoming book.
The idea is simple. Five lines, two metrics each, reviewed weekly, so leadership sees problems earlier and acts before surprises get expensive. It's the same discipline I bring to the businesses I run.
The hidden cost of poor financial visibility, and a framework for eliminating it at any scale.
How global and multi-entity businesses build the financial infrastructure their next chapter requires.
Redefining the finance function from backward-looking scorekeeper to forward-looking architect.
A working CFO's honest assessment of where AI adds value, where it doesn't, and what's next.
A working CFO who speaks. I take on a small number of engagements each year, sharing what I'm learning from the seat rather than from the sidelines. Topics are tailored to finance, operating, and leadership audiences.
Speaking engagement, podcast invitation, or a question about financial clarity. I'd like to hear from you.
Interested in having me speak at your event or join your podcast? Share the details and I'll review personally.
Have a question, want to collaborate, or just want to connect? Drop me a note.