Testimonials & case studies

When a Series A biotech CEO needed someone who could own both strategy and day-to-day finance, the work started with making the numbers usable for decisions — not just filings. That meant showing up for board finance discussions with a clear point of view, and building a closed-loop monthly management package so the leadership team saw the same cash, burn, headcount, and CapEx picture every cycle. AI helped draft and structure the package; humans still owned the judgment.

Around that rhythm sat the operating work: close support, spend controls and approvals hygiene, headcount budgeting, investor updates, and the unglamorous but critical items — insurance, equity admin, R&D credit documentation, vendor and systems choices — so the company could scale without the founder remaining the default CFO. The outcome is a finance function that shows up board-ready and keeps management aligned as the science moves.

A public-biotech CFO brought three parallel mandates: make the finance team faster and more capable with AI; raise the quality of board and audit-committee communication; and model a complex government-funded clinical program spanning multiple CROs. On AI, finance was the pilot, with a small group of users working in Copilot and Claude under written procedures and guardrails. That pilot has grown into an organization-wide rollout that now covers access intake, AI policy, and external counsel review, backed by SOX-aware controls and conversations with the external auditors. Responsible adoption was the deliverable, not a by-product.

In parallel, FP&A and board materials were tightened so operating reality, cash, and narrative stayed tied together for leadership and the board. Clinical-trial modeling pulled apart vendor quotes, change orders, and forecast recon so leadership could see cost and runway implications across CROs, not a single static spreadsheet. We also automated contract and PO intake review with an in-house AI solution we developed, so AP and finance only needed to review the exceptions. The result was a strategic finance function that could withstand public-company scrutiny, and a team that got more done with AI.

A Series B, early-commercial company commercializing precision solutions for ocular therapeutics needed a focused push: turn a complex multi-product story into investor-ready numbers and a narrative the CEO and Chief Commercial Officer could defend. The work centered on an investor-focused financial model and KPI dashboard — fixing valuation and cash-flow logic, reclassifying costs so the P&L told the truth, and simplifying a crowded product set into clear verticals investors could follow.

That model was paired with board and fundraising materials so the deck and the spreadsheet said the same thing: commercialization traction, pathway to scale, and a raise story grounded in economics rather than buzzwords alone. Manufacturing and gross-margin thinking sat in the conversation because hardware-plus-software economics matter for credibility. The result was numbers leadership believed and a commercialization story investors could walk through without getting lost.