Close & visibility
Reliable management reporting, month-end support, reconciliations, and clear explanations of what changed.
Finance leadership · operational insight
Clear numbers.
Better decisions.
I build practical finance and operations tools that help leaders understand performance, see risks sooner, and decide what to do next.
My work connects reporting, forecasting, controls, and day-to-day operations so a useful analysis becomes something a team can act on.
Operations reviewIllustrative
Capacity & cash
Connecting operating activity to financial results
Throughputby product
Decision viewcost + capacity
From data to actionModel · validate · communicate
01 Financial reporting
02 Forecasting & cash
03 Operations analysis
04 Controls & systems
Where I help
Useful finance work starts with the decision.
The right model or report makes the next question easier to answer and the next action easier to own.
Cash & forecasts
Practical forecasts that connect sales, operations, working capital, and cash needs.
Cost & capacity
Job costing, throughput, labor use, inventory, and make-or-buy analysis tied to the economics of the business.
Controls & systems
Process improvement, audit readiness, ERP reporting, and controls designed for how work actually moves.
Selected work
Models built around real operating questions.
These examples describe the kind of work I do. Public samples use fictional names and synthetic figures.
Capacity planning · cold storage
Where does storage cost meet capacity?
A throughput model links product volume, pallet capacity, dwell time, external storage rates, and internal capacity to a first-year scenario.
- Separates recurring cost differences from one-time transition costs
- Shows which inputs change the modeled result
- Includes an editable workbook with fictional data
Decision support · editable assumptionsOpen interactive example ↘
Manufacturing · WIP & margin
Make work in process useful to finance and operations.
A fictional multi-job schedule shows cost-to-cost completion, earned revenue, gross margin, backlog, and over/underbillings in one reviewable model.
- Explains the basis and key assumptions
- Supports month-end entries and review
- Includes sensitivity views for incomplete cost estimates
Work in process · project accountingSee the method ↘
Controls · inventory trace
Trace inventory back to its source, and surface gaps.
A mock trace follows finished lots through production orders and work in process to raw-material batches, receipts, and suppliers.
- Organizes evidence so another person can follow the path
- Separates proven traceability from unresolved quantity differences
- Turns findings into concrete reconciliation steps
Traceability · audit readinessMock scenario
Professional services · decision model
Connect team capacity to the economics of a service firm.
A decision model compares utilization, realization, staffing cost, and hiring timing to help leaders discuss capacity and cash tradeoffs.
- Distinguishes available time from billable work
- Shows assumptions beside the results
- Designed to support a hiring discussion
Forecasting · hiring decisionsIllustrative case
Try a small model
Change the assumptions. See the estimate change.
This one-category example uses the same fictional assumptions as the first row in the downloadable workbook. It estimates pallet-days, external spend, and first-year net benefit for the portion that could fit internal capacity.
Illustrative calculation only. It does not represent a company's actual savings or a recommendation to move inventory.
Cold storage scenarioUSD · annual
Annual external estimate$8,280
Eligible pallet-days2,160
Eligible external spend$2,484
First-year net benefit estimate$827
Formula: eligible pallet-days × (external rate − internal rate) − one-time transition cost. Capacity, rates, and timing must be validated before using this for a decision.
Download the fictional workbook ↓How I work
From business question to usable output.
Good analysis depends on clean definitions and a model someone else can follow. I make the logic visible, check the inputs, and keep the output focused on the decision.
01
Define the question
Clarify the decision, audience, timing, and measure of success.
02
Understand the data
Identify source systems, gaps, assumptions, and the right level of detail.
03
Validate the logic
Reconcile inputs and trace the result back to its drivers.
04
Make it usable
Present the result clearly and leave a tool the team can update.
Finance + operations
Better visibility starts with a useful question.
Explore a sample model, or use these projects as conversation starters.