TELL ME WHAT’S GOING ON
Bring me the finance problem that won’t stay neatly in the spreadsheet.
If you’re dealing with a forecast nobody quite trusts, a model that has become its own department, reporting that explains last month but not the next decision, or an FP&A function that needs a sharper operating rhythm, tell me what’s going on.
You don’t need to arrive with a polished scope. A useful problem is enough.
BEFORE YOU SEND IT
A little context makes the first conversation better.
I work best on finance problems where better analysis can change an actual management decision. The form is intentionally more detailed than a name-and-email box so we can spend less of the first conversation reconstructing the basics.
01
Tell me what is actually happening.
A forecast miss, cash pressure, planning problem, reporting gap, model issue or a finance process that has outgrown the company.
02
Give me the operating context.
Company size, ownership structure and timing help distinguish a modeling project from a broader FP&A operating problem.
03
Skip the perfect brief.
If you already knew exactly what needed to be built, you probably would not need the first conversation.
Tell me about the project.
The required fields give me enough context to avoid spending the first ten minutes asking questions you already answered here.
WHAT HAPPENS NEXT
No elaborate sales choreography.
I’ll read what you send, look at the actual finance problem and decide whether a conversation makes sense. If it does, the first discussion is about the business context, the decision that needs to get better, and what kind of FP&A work would actually help.