For sponsors, CEOs & search partners
Connect provider capacity, location performance, and payer receipts to the decisions the business needs to make.
My healthcare experience includes serving as fractional CFO to a mental health and nutrition practice with more than 30 providers, and leading planning and cash-forecasting improvements as an FP&A consultant at ACES, a General Atlantic portfolio company. I’m interested in permanent and interim CFO roles in healthcare services, including PE-backed platforms.
The business need
A growing provider business. Expansion and staffing decisions need a clear view of demand, provider capacity, location economics, and the cash required to support them.
A multi-location platform. Management and sponsors need comparable budgets and operating measures across locations, with assumptions that local leaders can explain and maintain.
A finance leadership transition. A permanent or interim healthcare CFO can bring financial priorities together: the operating plan, liquidity, management reporting, and a team with clear responsibilities.
Completed work
Examples of past responsibilities and deliverables, with each role’s scope identified.
ACES · FP&A Consultant · General Atlantic
Led key components of the 2025 budget and transitioned the 80-location budget from Excel to Adaptive Planning. Replaced a one-week cash-out forecast with a 13-week forecast projecting receipts by payer, then trained the assistant controller to maintain it.
Facility models and scenario analyses supported approval of five relocations and expansions.
Read the ACES healthcare case studyMental health & nutrition practice · Fractional CFO
Served as fractional CFO to a practice with more than 30 providers. Established KPIs, forecasting, and budgeting, and guided growth initiatives around provider capacity and demand.
Explore the healthcare practice experienceHeyTutor · Chief Financial Officer · Education technology
Built the finance function, hired a Controller, and led budgeting, reporting, cost management, and margin analysis. Negotiated an $8M invoice financing facility to bridge payroll and school-district collections.
This CFO experience complements my healthcare work with finance-team ownership and financing execution.
Read the HeyTutor CFO case studyProposed mandate
Responsibilities would be agreed around the company’s priorities.
Connect expected receipts, payroll, and other disbursements in a rolling cash forecast. Review collection assumptions with the teams responsible for billing and collections, and show the funding implications of changes in timing.
Build location budgets and expansion scenarios around staffing, service demand, ramp timing, and operating costs. Give management a consistent basis for evaluating a relocation, expansion, or new location.
Work with operating and clinical leaders to understand capacity, demand, and the drivers of revenue and cost. Establish useful KPIs and connect operating changes to the budget and forecast.
Set priorities with the CEO, coordinate with the Controller and accounting team, and establish reporting for management and the sponsor. Define the staffing, processes, and decision rights needed to sustain the work.
A proposed approach
The sequence would be adapted to the situation and agreed scope.
| Priority | What it establishes |
|---|---|
| Understand the operating model | Review services, locations, payer mix, provider capacity, and the decisions management needs to make. |
| Establish the cash view | Connect receipts and disbursements, document timing assumptions, and identify near-term funding needs. |
| Review location plans | Assess budgets, expansion assumptions, and the link between staffing, demand, and financial performance. |
| Agree a reporting rhythm | Assign owners for financial and operating inputs, with a regular review of results and changes in the outlook. |
| Set the finance-team plan | Clarify responsibilities and resources, then document the improvements and handoff appropriate to the role. |
Ownership and resources
The first conversation should establish the business model, ownership structure, finance-team responsibilities, and the decisions the CEO needs help making. For a PE-backed healthcare company, that also means understanding the sponsor’s reporting expectations and growth priorities.
A permanent CFO role can carry a longer-term team and operating agenda. An interim mandate should have clear immediate outcomes and a plan for the leadership transition.
Explore the finance tools & resourcesStart with the business situation
For a healthcare CEO, sponsor, or recruiter evaluating CFO leadership, I’d welcome a conversation about the business, the finance team, and what the next leader needs to accomplish.