I embed with early-stage companies to build the financial clarity that lets teams lead with confidence.
Get in touchWhat I bring
Finance should not live in a spreadsheet only one person can read. I build reporting and communication structures that give founders, operators, board members, and investors a shared view of what is happening — so decisions get made faster and with more confidence.
The most important financial signals are often buried or invisible. I surface the metrics that actually drive your business — not vanity numbers, but the indicators that reveal what is working, what is not, and where to focus next.
Modern finance does not require a large team — it requires the right processes. I bring current AI tooling and automation to every engagement, building workflows that scale without growing headcount to match.
What I do
Clear, board-ready financials and KPI frameworks that build investor confidence and sharpen internal decision-making.
Financial narratives, model architecture, and diligence preparation for pre-seed through Series B rounds.
CAC, LTV, contribution margin, and cohort analysis — structured to answer the questions your next investor will ask.
Rolling forecasts, scenario models, and budget processes that stay connected to how the business actually operates.
Systems, processes, and team structure for companies building their finance function for the first time — or rebuilding it for the next stage.
Capital allocation, pricing decisions, M&A support, and the analytical work that connects financial data to company strategy.
Who I work with
Typically pre-seed through Series B companies — building the financial foundation that growth requires. I have worked across sectors and business models. The stage and the problem matter more than the industry.
Engagements run as monthly retainers or discrete projects, depending on what the moment calls for. I work with a small number of companies at a time.
Background
Led FP&A, strategic finance, and revenue operations at a B2B marketplace and payments platform facilitating nearly $8 billion in annual GMV. Worked across pricing, capital allocation, and strategic initiatives — connecting financial insight to company priorities at scale.
Joined as the first hire at a venture firm that grew to over $250 million in assets under management. Worked directly with founders on financial planning, fundraising, and scaling — across many stages of growth, across many companies.
Began my career advising technology and consumer companies on M&A and capital markets transactions. Built the financial modeling and transaction execution foundation that shapes how I approach every engagement since.
How I work
I have worked on both sides of the table — as an investor reviewing hundreds of companies, and as an operator building finance from inside one.
That dual perspective shapes everything: what investors look for in a board package, what it takes to build a forecast that actually holds, and where the gaps usually appear when finance has not kept pace with the business.
I work through Slope Strategic, a boutique fractional CFO practice based in New York. Some companies want a consistent finance partner embedded in the rhythm of the business. Others need a focused engagement around a specific raise, decision, or build. I adapt to what is actually useful — the goal is never to fit a template.
If you are thinking about your next raise, trying to bring more clarity to your numbers, or just not sure what you need yet — reach out. Happy to have a conversation with no agenda.
hunter@slopestrategic.com