Portfolio companies are being told to adopt AI and have no one who can evaluate it, let alone implement it. I can step in as a fractional CFO and wire in the automation — or deliver the AI build as a standalone engagement. Larger assignments scale through experienced contract specialists I direct.
No pitch deck. No hourly rate. 15 minutes to see if there's a fit.
The Venn diagram
Career CFO across four NYSE-listed public companies in real estate, credit, and infrastructure. Raised over $15 billion in institutional capital, managed finance teams of 100+, and served as board chair and audit committee chair since IPO.
Then spent 18 months building Velarion Company Intelligence solo. I identified manual processes that took weeks to assemble information and created a platform that first takes an assortment of messy SEC filings — just like corporate contracts, invoices, and internal memos — and converts them to structured data, then runs finely-tuned, prompted multi-agent synthesis and analysis coordinated by a unifying orchestrator, with AI-agent audit layers, quarantine gates, and evidence-logged governance to produce institutional-quality reports for management, boards, and investors. Weeks → 5 minutes. That same architecture is what I bring to portfolio companies.
Almost nobody sits at this intersection. That's why I take one anchor at a time.
MBA, University of Chicago — Booth School of Business · BBA, University of Notre Dame · CPA (PA) · Dallas, TX
Chairman and Audit Chair since IPO in 2019
Lean finance, accounting and IR teams at PE-backed portfolio companies
Every PE-backed portfolio company has the same operating reality: lean finance, accounting, and investor relations teams doing manual, repetitive work — contracts, compliance documents, deal memos, investor reports, board decks. Excel as a database. Version-control-by-filename. Re-keying data between systems that don't talk to each other.
PE firms are telling their portfolio companies to adopt AI. The mandate is there. The capability is not. Nobody in the building can evaluate a vendor, let alone architect and implement automation that will survive an audit.
I occupy the gap — as a part-time CFO who can run the function on day one and build the automation that makes it leaner, or as a standalone AI architect who wires in the automation alongside your existing team. Not sequentially — simultaneously. One principal, no handoff.
See the 30/60/90 processWhere time goes — typical mid-market portfolio company
Finance + accounting + IR, monthly roll-up
Illustrative — your diagnostic quantifies actual hours across finance, accounting and IR. Methodology & sources
See dollarized resultsDiscovery → pipeline → parallel run → cutover. What happens each week and what you receive.
Before→after hours, waterfall savings, scorecard. Illustrative — your diagnostic uses your numbers.
Five layers: never executes, validation gates, audit trail, segregation, drift monitoring.
Diagnostic, part-time CFO, AI build — together or separately. One anchor at a time.
Not a prototype. Not a vendor demo. A live commercial platform at intel.velarion.ai — thousands of non-standardized filings per year, structured data, multi-agent AI analysis, board-ready reports — automatically. Paying institutional customers.
The docs in Velarion are SEC filings. In a portfolio company they're corporate contracts, invoices, and internal memos. The pipeline is the same. Larger assignments scale through experienced contract specialists I direct — you still manage one person.
One anchor CFO client. One concurrent AI build. If assignment scope requires it, I scale through experienced contract specialists I direct — you still manage one person. 15 minutes will tell us if there's a fit.
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