15
Years at Abbott & Boston Sci in FP&A, corporate strategy & financial modeling
$100M+
In R&D growth initiatives modeled and funded
$150M
Cost savings contributions recognized with CFO Award at Boston Scientific
ES/EN
Bilingual, for medtech companies with LatAm distribution exposure
FP&A • BOARD REPORTING • R&D CAPITAL ALLOCATION • CASH FLOW FORECASTING • EXIT READINESS • PE-BACKED STRATEGY • KPI DASHBOARDS • ANNUAL BUDGET BUILD • FINANCIAL MODELING •
FP&A • BOARD REPORTING • R&D CAPITAL ALLOCATION • CASH FLOW FORECASTING • EXIT READINESS • PE-BACKED STRATEGY • KPI DASHBOARDS • ANNUAL BUDGET BUILD • FINANCIAL MODELING •
THE PROBLEM
Your controller closes the books. But who tells you what the numbers mean?
Medtech founders and CEOs at the early- to growth-stage all face a version of the same challenge. The accounting gets done. But there's no strategic financial voice in the room.
"I don't trust my numbers."
"
"I'm always reacting, never planning."
"
"I'm the CEO and I'm still doing finance work I shouldn't be doing."
"
"My board asks questions I can't answer confidently."
"
"I know we're leaving money on the table but I don't know where."
"
"We continue to need funding sooner than planned."
"
MBA
CPA (inactive)
B.S. Finance
15 Yrs Abbott & Boston Scientific
FP&A • Corporate Strategy • Accounting
Bilingual EN/ES
Minneapolis, MN
ABOUT US
The FP&A and strategy combination most fractional CFOs don't have
I spent 15 years inside two of the most complex medical device companies in the world — Abbott and Boston Scientific. Not in one function, but across accounting, FP&A, and corporate strategy. That combination is rare, and it's exactly what MedTech companies at the growth stage need.
Many fractional CFOs come from accounting or controllership. I came up through FP&A and corporate strategy, which means I don't just report on what happened. I help you understand what to do next, and how to make the financial case for it.
I've built R&D prioritization frameworks, modeled capital allocation decisions, led board-level financial storytelling, and helped drive major growth initiatives, all inside the regulatory and operational complexity that makes MedTech finance its own discipline.
Now I work directly with MedTech founders and PE-backed company leaders who need that level of financial leadership, without the cost of a full-time executive hire.
CFO Award · Boston Scientific
$150M in cost savings contribution recognized at the executive level
$100M+ Funded · Abbott
Growth initiatives modeled, presented, and approved at the executive level
400% TAM Expansion
Structural Heart market model at Boston Scientific used in strategic planning
R&D Efficiency
Portfolio management process redesign improved capital allocation across the R&D pipeline
SERVICES
Fractional CFO engagements built for MedTech complexity
All engagements are governed by a Master Services Agreement and defined Statement of Work. Monthly retainer packages based on business complexity. Retainers start on a 3-month minimum, then month-to-month with 30-day notice for termination. Add-on projects are billed separately from retainer hours.
ESSENTIAL
Essential CFO
8-10 hrs / week
Monthly close review & variance commentary
Rolling 12-month cash flow forecast
KPI dashboard (8–12 metrics)
Monthly CFO memo — plain-language summary
Board reporting support (quarterly)
Email & Slack advisory access
Best for stable medtech companies that need financial oversight and board support without active FP&A leadership.
EMBEDDED
Embedded CFO
25-35 hrs / week
Everything in Strategic, plus:
PE board meeting preparation & attendance
Transaction and exit readiness support
Finance team leadership & development
Systems and process implementation
M&A financial modeling support
Investor reporting and LP communication
For PE-backed, high-complexity, or transaction-preparing companies requiring near full-time CFO presence.
A full-time medtech CFO costs $250,000–$350,000/year in salary and benefits. The Embedded retainer is less than $200,000/year — and you pay only for what you need.
ADD-ON PROJECTS (billed outside of retainer)
Annual Budget & Financial Plan
Full budget build with assumptions documentation and board-ready presentation.
Exit & Transaction Readiness
Financial clean-up, quality of earnings prep, and narrative for PE transactions or sale process.
R&D Prioritization Model
Capital allocation framework for R&D investment decisions, built on my methodology from years at major MedTech companies.
Board Presentation Package
Quarterly or one-time board package with KPIs, financial results, and forward-looking CFO commentary.
ENTRY-POINT ENGAGEMENT
Strategic Finance Diagnostic — before committing to a retainer
A focused 3–4 week assessment that gives you a clear picture of your financial risks, gaps, and opportunities — and exactly what to prioritize.
01
Financial Statement Review
2–3 years of P&L, balance sheet, and cash flow — patterns, anomalies, and structural issues surfaced and explained.
02
Cash Flow Analysis
Current visibility, forecasting gaps, runway assessment, and working capital dynamics specific to medtech revenue cycles.
03
Revenue Quality Review
Mix by product, channel, and customer. Concentration risk, pricing integrity, GPO and distributor margin analysis.
04
R&D and Capital Spend Assessment
Are your investment decisions supported by a financial framework? Where are the gaps relative to your strategic plan?
05
Board & Investor Reporting Review
Gap analysis between what you currently report and what a PE board or sophisticated investor actually needs.
06
Finance Team & Systems Assessment
People, tools, and process maturity relative to your current revenue stage and growth trajectory.
07
Findings Report & Executive Readout
Written report with prioritized findings, risk flags, and a 90-day roadmap. Live 90-minute presentation with your leadership team.
FIXED FEE
DEPENDS ON COMPANY COMPLEXITY
3–4 week engagement timeline
50% at start, 50% on delivery
Written findings report included
Live 90-min executive readout
Prioritized 90-day roadmap
$500 credit toward first retainer month
No long-term commitment required
Most clients who find value in the diagnostic convert to a retainer. The close is natural: either I stay on to lead the work, or I hand off the roadmap and you execute internally.
WHO THIS IS FOR
Built specifically for MedTech companies at the growth stage
COMPANY PROFILE
MedTech • $5-$50M Revenue
Post-revenue, PE-backed or bootstrapped. Series B or established SMB. Has a controller or accounting team — but no strategic finance leadership.
20–150 employees. Medical device, MedTech, or healthcare-adjacent. Open to contract manufacturing.
DECISION MAKER
CEO, Founder, or President
You're close enough to the numbers to know something isn't working — but too close to the business to solve it alone.
Post-funding round with board pressure
Preparing for exit or transaction
Entering a new market or launching a product
Major R&D or capital investment decision
Cash surprises despite consistent revenue
Board asking questions you can't answer
NOT THE RIGHT FIT
A few honest exclusions
Pre-revenue startups. Seed or Series A companies with heavy VC mechanics needing cap table management, SAFEs, and 409A expertise.
Those are gaps I'm direct about. I work where my strengths — MedTech operational finance, FP&A, and strategic modeling — create the most value.
HOW IT WORKS
From first conversation to ongoing CFO partnership
01
Intro Call
30-minute conversation. No pitch. I want to understand your business, your challenges, and whether there's a fit worth exploring.
02
Strategic Diagnostic
A 3–4 week assessment of your financial position, gaps, and priorities. The lowest-risk way to experience the work before committing to a retainer.
03
Findings Readout
Written report plus a live 90-minute session with your leadership team. Prioritized findings, risk flags, and a 90-day roadmap.
04
Ongoing Retainer
If there's mutual fit, we define the retainer scope in a Statement of Work and I become your fractional CFO on an ongoing basis.
COMMON QUESTIONS
What MedTech leaders usually ask
What's the difference between a fractional CFO and my controller?
Your controller closes the books accurately. A fractional CFO interprets what the numbers mean for your decisions — R&D investment, capital allocation, pricing, board reporting, cash management, and long-range planning. Most MedTech companies need both. The controller handles the past; the CFO navigates the future.
Do I need a full-time CFO or would fractional work?
For most MedTech companies between $5M–$50M, a fractional CFO is the right answer. A full-time MedTech CFO costs $250,000–$350,000/year in salary and benefits. A fractional engagement gives you the same strategic leadership at a fraction of the cost — and you pay only for what you need.
How do you work with our existing accounting team?
I work alongside your controller or accounting team, not instead of them. I rely on them for the close data and work with them to improve reporting quality over time. Most controllers are relieved to have strategic financial leadership in the room — it clarifies roles and removes pressure on them to answer questions outside their scope.
Do you work with PE-backed companies?
Yes — PE-backed MedTech companies are one of my primary client profiles. PE boards ask a different level of financial question, and board meeting preparation, investor reporting, and KPI infrastructure are all areas I've operated in directly. I understand the reporting standards PE sponsors expect and can build the financial narrative your board needs.
What does the onboarding process look like?
The first 30 days are structured. Week 1: kickoff call, system access, and data gathering. Weeks 2–4: deep listening and orientation — understanding the business before solving anything. End of day 30: a written memo with observations, focus areas, and working norms. I've found that moving fast on solutions without first understanding context is one of the most common mistakes consultants make.
Do you work with companies outside of Minnesota?
Yes. Most of my work is conducted remotely via video, Slack, and shared document tools. I'm based in Minneapolis and serve clients nationally. For PE-backed or embedded engagements, occasional travel to client sites or board meetings is possible and can be discussed during the scoping conversation.
GET IN TOUCH
Start with a 30-minute conversation
No pitch. No obligation. I want to understand your business and whether there's a fit worth exploring. If there is, I'll suggest a logical next step, usually the Strategic Finance Diagnostic.
Location
Minneapolis, MN · Serving clients nationally
Languages
English · Spanish (ES/EN bilingual)
Industries
Medtech · Medical Device · Healthcare · Contract Mfg
Response
Typically within one business day