AI is here, and getting real value from it in finance takes an engineer's way of thinking. That looks different in every part of finance. In FP&A, it means forecasts that keep up with the business, instead of models rebuilt by hand every month. In accounting, it means a faster, cleaner close, with AI doing the matching and people doing the judging. In treasury, it means a clear view of cash and runway every week, not just at quarter-end. In the boardroom, it means walking in with the answer to the next question before anyone asks it. The tools are the same everywhere, but how you use them in each seat is completely different.
Knowing what works in each of those seats is where my two careers come together. I started as an engineer, and I've spent more than 20 years in finance, 14 of them in the San Francisco startup ecosystem. In that time I've led finance and operations through clinical programs, commercial launches, acquisitions, and fundraising. My engineering background tells me how to build with AI. My finance experience tells me where it creates value and where human judgment still has to lead. That combination is what I bring to leadership teams who need CFO-level judgment without a full-time hire.
“AI won't replace judgment in finance. It rewards the finance leaders who know where to put it to work.”