Steady financial leadership for the long haul — and credentialed valuation and litigation support when the number has to hold up. For founders, private equity sponsors, and attorneys alike, from someone who's sat in those rooms.
One standard of work, three worlds it serves. Start where you fit.
The work changes with the season. Over a real partnership, it's all of this — and the range itself is the point. It's not something a former controller with a fancier title can touch.
The forecast and financial visibility you’ve never had — so you stop running on instinct and start deciding with clarity.
What’s actually working, what’s quietly costing you, and how to scale with discipline instead of just adding revenue and hoping.
The pivot, the divestiture, the reduction in force — the decisions that keep owners up at night — thought through with someone who’s sat in that seat.
Investor-grade reporting, credible lender relationships, and a financial voice your board and sponsor trust — from someone fluent in complex capital structures.
When a bank, a vendor, or a consultant tries to take advantage of you, I’m not looking for a fight — but I won’t shy away from one either.
James ShoreCPA, MAcc, MBABuilt at EY, The Home Depot, and JLL Technologies.
The market is crowded with controllers and ex-VPs of Finance who rebranded for higher rates.You're getting something else entirely.
A“I’m making big decisions on instinct.”
B“The board wants reporting I can stand behind.”
C“We’re growing — but I don’t know what’s actually making money.”
D“When it’s time to face the bank or the buyer, I’m doing it alone.”
You don't need another report.You need a partner.
Most of the work is steady. But when the hard moments come — covenant pressure, a cash crunch, a buyer at the door — you've already got someone who's been through it and won't flinch.
If you're carrying the financial weight of a business alone — in the quiet months and the loud ones — that's exactly when to bring in a partner.
