Bringing order to chaos
Twenty years of leadership, ten of them turning finance functions into decision engines — and the operations around them into something that scales. Financial clarity, operational efficiency and growth, in businesses from $30M to $300M. I take one engagement at a time, and the next seat is open.
The record
Every engagement is a state change. These are the ones that mattered most.
The engagement
I take one seat, and it is the job. Not fractional, not split across a portfolio, not two days a week on someone else's problem. What the seat is called depends on what the business actually needs — interim CFO, COO, or a mandate that runs across finance, operations and IT. What doesn't change is that I own the outcome, not the recommendation.
What the seat covers.
The operation
The machinery
The systems and the team
The plan and the transaction
What I don't take on.
Audit and tax preparation. Bookkeeping. Permanent search and staffing. And advice that stops at a recommendation, leaving the execution to somebody else. If that is what the business needs, I will say so in the first conversation and point you somewhere better.
The path
Command before finance, and finance before advisory. Each step is why I'm comfortable in rooms where the answer isn't known yet.
MA in International Relations.
Operational unit leader, 100+ people. Multiple domestic and overseas deployments.
Graduated on the Dean's list.
Transactions across multiple sectors. Taught corporate finance in the HEC Paris undergraduate program.
Advising US clients on M&A, IPOs and follow-on offerings. Selected for the internal leadership program.
Specialty's Café & Bakery. $110M revenue. Finance, real estate and legal.
SBE — Ella Mia. Multi-brand hospitality operations.
Credo Beauty. $30M revenue. PE-backed. Rebuilt reporting and cross-functional collaboration, made financial information self-serve through the existing ERP, and built the three-year business plan with the incoming CEO. Team transition and relocation.
Solawave. $50M revenue. VC-backed omnichannel beauty hardware. Books cleanup, process documentation and optimization, ERP scoping, controls and approval processes. First financial audit.
Mezzetta. $300M revenue. Business integration across finance, operations, IT and strategy. Direct partnership with CEO and board.
In their words
Eight people who worked with me — boards, CEOs, auditors, and the operators who had to live with the decisions.
When I joined Mezzetta as the CSO, one of the first things he did was sit down with Sales and Marketing to build a sales plan that could actually be defended, not just a number that had been handed down and repeated year after year. He pushed us to test our own assumptions the same way he tested his.
What I appreciated most was that he was willing to challenge the status quo, including ideas the CEO had already settled on in his own mind. That is not a comfortable thing to do, and not everyone is willing to do it. Thomas did it anyway because he cared more about getting to the right answer than about being popular in the room.
He also made sure Finance was an asset to Sales rather than a bottleneck. His team gave us the analysis, reporting, and tools we needed to actually run the business, not just report on it after the fact, and that support was there whenever we needed it.
Above all, Thomas calls a spade a spade. When a conversation needed to happen, even an uncomfortable one, he had it directly instead of letting it fester. I always knew exactly where I stood with him, and the business was better for it.
I had the pleasure of working closely with Thomas at Credo Beauty.
Following the sudden departure of key leadership—Thomas stepped in at the request of our firm to stabilize the business and lead the finance function through a highly sensitive period.
What stood out immediately was Thomas' ability to operate with clarity and urgency in ambiguity. He quickly assessed the situation, rebuilt trust with the Board, and laid out an actionable roadmap to address critical gaps in reporting, systems, and cross-functional collaboration. Within weeks, he had re-established communication channels between finance and operations, improved reporting accuracy and timeliness, and leveraged the existing NetSuite infrastructure to regain visibility into the business.
Thomas not only reduced the pressure on internal teams, but also helped us create an environment where we could onboard our new CEO to step into a more stable, transparent environment and launch a strategic review. His performance at Credo is a case study in calm, decisive, and effective leadership under pressure. I wouldn't hesitate to partner with him again.
I worked with Thomas when he stepped in as interim CFO for Credo Beauty. While our interactions were primarily through board meetings and monthly financial reporting, Thomas quickly distinguished himself as a calm and clearheaded leader who brought immediate stability to an important open role.
He established transparency and reliability in the numbers, hit deadlines, and consistently anticipated the board's questions—turning what had been a reactive process into one that was timely, clear, and collaborative.
It was evident that Thomas was not just keeping the lights on—he was actively rebuilding the operations and processes needed for long-term financial stability. I'm grateful for his partnership and would confidently recommend him for steady hands, strategic thinking, and immediate operational impact.
Thomas served as our Interim CFO during a period of significant transition at Credo, and his leadership proved invaluable. His expertise spans a broad range of critical financial functions, including retail location analysis, wholesale operations, demand and supply planning, and complex financial modeling. Thomas demonstrated exceptional skill in each of these areas, consistently delivering results.
Thomas not only provides strategic direction with clarity and foresight but also dives into the details when necessary — as a small team we were able to accomplish so much in a short amount of time together. Additionally, he successfully led our accounting team through a team transition and relocation, ensuring continuity and stability.
I had the opportunity to work closely with Thomas during the first financial audit of Solawave, when he was interim CFO. From the start, he approached the process with clarity, professionalism, and a strong command of the company's financials and operations.
Thomas was collaborative and responsive, helping to create a productive dynamic between our audit team and the client. He has a practical mindset, understands what matters most to different stakeholders, and doesn't get lost in the noise—a quality that's particularly valuable in fast-moving environments.
While we were on opposite sides of the audit, the process was efficient and constructive thanks in large part to his leadership. I would be glad to work with him again and to recommend him to others in the Beauty and Consumer space. Last but not least, if you know me then you know how important this is to me, Thomas is an honest and good person.
I had the pleasure of working with Thomas for 4 years during his time as VP of Finance, Real Estate and Strategic Planning for Specialty's Café and Bakery, as well as during his time as COO for C3.
Thomas was consistently impressive regarding his exceptional financial acumen, coupled with remarkable project management capabilities and a truly collaborative approach with operations. […] Thomas always kept the team on track and approached every project with what was best for the organization overall.
Thomas mentored many individuals during our work together and was always quick to lend assistance and education on an array of subjects. He consistently brought a positive approach to every interaction. Thomas would be a fantastic addition to any organization, and I truly hope to have the opportunity to work with him again in the future.
Thomas and I worked together at a fast-growing restaurant organization during the peak of COVID and shortly thereafter. Thomas' financial and operational acuity was incredibly impressive.
He also had the ability to break down complex ideas and insights into simpler terms for our operating team. His work ethic, ability to effectively strategize, and level-headed demeanor would be a huge benefit to any organization.
Who I am
I led operational units of a hundred people before I ever built a financial model. That order matters. It taught me that plans are worth exactly what the team executing them understands, and that the hardest part of any turnaround is rarely the arithmetic.
Since 2017 I've sat in C-level seats across hospitality, beauty, retail and consumer packaged goods — as VP of Finance, as COO, and as interim CFO through transitions, audits and relocations. A father of four, and a road cyclist with a serious training habit.
Strong teams are usually built from the people you have. Create the conditions for their success and they rise to it.
The rest of the time, simplify and automate to free up your team's attention. They end up happier, more productive and more loyal.
Processes and systems need regular correction. We build the rituals that make an organization learn from a mistake once.
The operating loop
Start here
Send me a note using the form below. Tell me what's not working, and I'll tell you honestly whether it's a problem I can solve.