Two Operators. Forty-One Years of P&L Ownership Between Them.

I've spent twenty-five years in finance roles inside growth-stage and middle-market operating companies. I've led financial operations for a multi-state healthcare services organization with over 600 employees across six states, managed cost structures through multiple expansions, and owned P&L oversight during periods of significant operational scaling.

I've worked as CFO and finance executive at venture-backed firms raising successive rounds of growth capital. I've supported due diligence processes for investors, structured financial reporting for boards, and built the finance infrastructure to support aggressive growth targets without breaking the underlying cost model.

At a food-tech company I led the finance function through a $175M Series C, coordinating diligence, modeling growth scenarios, and preparing investor materials. I've also managed the operational aftermath of capital events, including integration of new hires, revised budgeting cadences, and the reporting overhead that comes with a new board composition.

In one diagnostic engagement at a national services organization I identified $8 million in annual cost savings through a combination of contract renegotiation, billing gap recovery, and margin leakage corrections. One billing-gap line alone was costing the firm over $200,000 a year, and nobody knew it existed. The findings were audited by the organization's existing finance team and accepted without material revision.

I've led month-end close cycle reductions from fifteen days to ten days at a firm with distributed operations and complex revenue recognition. The work required cross-functional process redesign, new reconciliation protocols, and changes to how operating units reported upward. The ten-day close held for two years after implementation.

BaxterLabs exists because I kept seeing firms with the same structural problems I'd solved inside prior organizations. The diagnostic we run is the diagnostic I'd want run on a firm I was leading.

I spent sixteen years at Moody's Analytics, most recently as VP of Finance, overseeing financial planning, reporting, and operational finance for a division with over $3 billion in annual recurring revenue. I managed budgets, led quarterly and annual planning cycles, and worked directly with business unit leaders to reconcile forecast gaps and margin pressures.

I led the financial workstream for a $400 million on-premise to SaaS business model transition at Moody's Analytics. The project required rebuilding revenue recognition frameworks, re-forecasting cash flow timing across a multi-year conversion window, and coordinating with product, sales, and customer success teams to manage the P&L impact of the shift. The transition completed on schedule and the new model stabilized within the planned variance bands.

I designed and implemented a pricing framework for a new SaaS offering that contributed to 12% revenue growth and was adopted company-wide. The framework included tiered packaging, volume-based pricing models, and margin guardrails that prevented discount erosion during the sales cycle.

Before Moody's I held finance roles at Bayer and Abbott Laboratories, managing budgets and financial reporting for multi-country operations. I've worked through consolidations, reconciliations across different accounting systems, and the operational complexity of aligning finance processes across regions with different regulatory and reporting requirements.

I've built financial planning infrastructure for organizations with complex product portfolios and recurring revenue models. That includes multi-dimensional budgeting, scenario planning tools, and reporting dashboards that surfaced margin and cash flow risks early enough to take corrective action.

BaxterLabs lets me apply the diagnostic rigor I used at $3B+ ARR scale to firms in the $5M to $50M range that don't typically get access to that kind of scrutiny. The work is the same. The scale is different. The findings are just as concrete.