Most finance writing is one of two things: a quarterly earnings rehash, or a hot
take with no model behind it. The first is data without thinking. The second is
thinking without data. The space between them — signal — is where I want
to write.
Over 25+ years in finance, I've come to believe the most useful thing a finance
person does in a fast-moving business isn't reporting — it's framing.
Cutting a tangled problem down to the two or three decisions that actually matter.
Translating between a board that wants certainty and an operation where the answer
hasn't been built yet. Holding the strategic question open while the tactical one
gets solved.
The pieces here are mostly about that work: leadership and trade-offs, storytelling
for finance, how the CFO role actually operates, how AI is changing it, and the
recurring tensions — strategy versus execution, output versus outcome, KPIs versus
mission, decisions versus deferrals.
I won't post on a cadence. I'll post when I have something worth saying. That's
the deal.
More about me →