Full-time CFO or VP Finance
Permanent
Own the whole function: capital, planning, board and investor reporting, and the systems that keep the close fast as the company scales.
Finance Executive · Robotics, Industrial Automation & Physical AI
Five years at Humatics Corporation, a Series B company building precision positioning for industrial robots, the last two running the whole finance function on my own. Executed more than $17M of insider financing and cut the close from two weeks to under two hours with software I built. Open to full-time CFO and VP Finance roles, as well as interim and fractional work.
Permanent
Own the whole function: capital, planning, board and investor reporting, and the systems that keep the close fast as the company scales.
3 to 9 months
Full scope through a financing, a leadership gap or a restructuring, with a named end date.
Ongoing, 10 to 15 hours a week
Board package, forecast, cap table, close oversight and investor communication. Often starts with a 2 to 3 week diagnostic: a 13-week cash model, unit economics, and a written list of what breaks first.
Head of Finance
2021 – 2026
Series B company building precision positioning for industrial robots. Progressed from Senior Accountant through Director of Finance to Head of Finance, sole finance employee from 2024. Capital, equity administration, board reporting, corporate development, and restructuring.
Corporate Accountant
2020 – 2021
Owned the monthly close and rebuilt it end to end; identified and resolved a control failure that materially reduced audit scope and cost.
Finance Leadership Development Program
2018 – 2020
Rotational program tracking to Assistant Director of Finance. Supervised four accountants and built reporting infrastructure.
Robotics companies don't behave like software companies, and most finance playbooks assume they do. Cost-to-serve when every deployment is bespoke. Hardware, software and installation revenue tangled together in one contract. Integrator-led versus direct, and which one actually scales. Pilots that look like pipeline and aren't. Those are the models worth building.
I've done every job in the function myself. I'll build the model, run the close, write the board package, and take the call with counsel. I'd rather tell a board something inconvenient early than manage a narrative.
Most months this is a visibility job. But I have also run a company through a restructuring and a preferred-to-common recapitalization, so if a year does go sideways, the cap table, the creditors and the runway math are familiar ground rather than a crisis I'm learning on. Worth knowing even if you never need it.
Outside of work: moving to Montana this winter, a year in Madrid learning Spanish properly, surfing whenever there is something worth paddling out for, and more time than is reasonable spent automating things that used to take two weeks.
MBA, Digital Innovation
EDHEC Business School, Nice
B.Sc., Finance
University of Central Florida