You're past the point where a bookkeeper is enough, but nowhere near a full-time finance hire. I run your finance function part-time — the models, reporting, and financial judgment of a CFO, without the commitment of a CFO salary.
"In high-pressure moments, clarity is the most valuable thing a finance leader can provide."
The person who stays calm when things get chaoticYour bookkeeper closes the books. I verify they're right, interpret what they mean, and give you the reporting and judgment your board, investors, or authorizer expect.
Your bookkeeper or back-office provider closes; I verify — reconciliations checked, coding corrected — and tell you what the numbers actually mean.
Budget vs. actuals with variance analysis. Not just statements — what changed, why, and what to do about it, written for the people reading it.
A live operating model updated monthly — runway and burn for startups, enrollment-driven forecasts for schools. See problems two quarters before they arrive.
Board-ready materials and the metrics your audience expects, plus updates that build credibility instead of consuming your weekend.
The 5–10 numbers that actually run your business, tracked and visible — not buried in a spreadsheet nobody opens.
One strategy call a month, plus email/Slack questions answered within one business day. A finance partner on call, not a report factory.
I'm Parker. I live in Minneapolis with my wife and dog, and I spend my time helping founders, owners, and leaders understand their own finances well enough to make the next decision with confidence.
I started this because I love putting my skillset and experience to work for people who actually need it. What energizes me most is educating and empowering others to use their own data to their advantage — watching someone go from intimidated by their numbers to fluent in them. I've spent the last six years in the trenches of high-growth, early-stage companies, and somewhere in there I realized what I'm genuinely good at: coming into a company and making it meaningfully better, fast.
Most of the people I work with are carrying something heavy. A founder watching runway shrink. An owner who built something real but has never had anyone explain what the numbers are actually saying. A school leader accountable to a board and an authorizer, trying to serve kids while the budget gets tighter. In every one of those rooms, the finances aren't an abstraction. They're someone's payroll, someone's mission, someone's whole thing.
That's the part I care about. Not the spreadsheet — the moment the person across from me stops feeling underwater. I come back to my time as a fractional CFO for K–12 schools in Austin again and again. Sitting with teachers and counselors and explaining why the finances actually mattered to their world, then turning around and helping a CEO work through a cash-flow crisis — that's when it clicked. This skillset could genuinely help people, not just make money or chase a title.
So the way I work is pretty simple. I explain things in plain language. I tell you what I actually think, including when it's not what you were hoping to hear. I don't disappear between reports. In high-pressure moments, clarity is the most valuable thing a finance leader can provide, and being the person who stays calm when it gets chaotic is genuinely the job I want.
On a more personal note: in my free time you'll find me outside — skiing, camping, staying active — or deep into music (seriously, don't get me started), or spending time with family and friends.
If any of this sounds like what you've been missing, I'd love to hear what's going on in your world.
A cash forecast for a startup and one for a charter school share almost no assumptions. The work is tailored to how your organization actually makes and spends money.
Burn, runway, cash forecasting, board and investor reporting, cap table awareness, and GAAP revenue recognition — the finance function investors cite as a credibility driver.
Owner compensation, cash flow, working capital, tax-aware planning, and the succession and valuation questions that come with building something to keep.
Fund accounting, GASB reporting, the budget-adoption calendar, restricted vs. unrestricted funds, and grant compliance handled on schedule.
Enrollment/ADA-driven revenue, authorizer reporting, facilities financing, grant and entitlement compliance, and going-concern scrutiny — my deepest bench.
A fixed monthly retainer for the core package, with heavier projects priced per engagement as add-ons.
Charter schools and education organizations — board support, compliance, and enrollment-driven forecasting.
Companies too early for a full-time CFO — investor-ready reporting and a live runway model.
Heavier lifts scoped separately so the monthly stays predictable.
First-principles problem solver. High EQ. Builder by nature. The person in the room who asks the question nobody else is asking before the call gets made.
Whether you're guessing at runway or bracing for the next board meeting, I'd love to hear what you're working on.