Fractional and interim treasury leadership
I stand up and run the treasury function for private markets firms and the companies they back. Bank architecture, liquidity, forecasting, FX, and credit facilities, delivered as a diagnostic, a defined project, or a set number of days each month. All of the discipline of a treasury team without the cost of building one.
Figures reflect scope owned in prior in house treasury leadership roles. Selection work is vendor neutral. These are the platforms I have implemented and run myself.
Sponsors and portfolios
Cash sits in more banks than anyone can see at once. Forecasts arrive late and land wide. A facility is coming and nobody owns the reporting. It is too much for the controller and not yet enough for a full time treasurer.
A treasury bench you can put into a portfolio company for a diagnostic, a build, or an interim seat, without adding headcount to the plan or waiting out a search.
A senior partner for the CFO or controller who is carrying treasury alongside everything else, and who needs the function designed properly the first time.
One build
When I took over treasury at a $65B private markets platform, producing a cash position took an hour and a forecast took days. I built the function from nothing: the banking architecture, a treasury management system, FXall and FX Connect for execution, a cash visibility dashboard, and forecasting across more than 30 funds.
Five areas
Engagements usually start with one of these and expand once the picture is clear.
Stand up the function end to end: operating model, policy, controls, bank and account architecture, and signatory framework across every entity. The version of this I ran at a $65B private markets platform covered more than 30 entities.
Run the selection, the build, and the go live, then stay long enough that the team actually uses it. I have implemented and operated both Kyriba and GTreasury, so the estimates you get from me are based on having done the work rather than scoped it.
Direct and indirect forecasting that finance, the sponsor, and the board all trust, with visibility by entity and currency and a variance process that makes the forecast better every cycle instead of just older.
Find the exposure, write the policy, size the program, and oversee execution and counterparties. This is the part of the job I have spent the longest on, first running FX and treasury operations at a Chicago financial services firm and then across a global private markets platform.
Readiness and lifecycle support on facilities of $1.4B+: lender materials, diligence, negotiation support, and the compliance and reporting machinery that keeps a facility from becoming a fire drill every quarter.
Three shapes
Scoped and priced up front. No open ended retainers, and no deliverable you cannot operate after I leave.
A structured review of cash, banks, systems, exposures, controls, and facility obligations. Ends in a prioritized roadmap with effort and sequencing, useful whether or not you bring me back for the build.
One defined build with a date on it: a TMS implementation, a forecasting model, a policy and controls framework, or a facility readiness workstream. Fixed scope, fixed fee, documented handoff.
A set number of days each month as your treasury leader: banks, liquidity, FX, and lender relationships owned by someone senior, with a standing reporting cadence for the sponsor and the board.
Three comparisons
There are three other ways to solve this problem. Here is my honest case against each of them.
You meet the partner and then work with the associates. Here the person in the pitch is the person in your bank portal, writing the policy, and sitting on the lender call. There is no leverage model behind me and nobody junior to hand your work down to.
A search takes months and lands you a fixed cost you carry forever. Most companies at this stage need a concentrated stretch of senior treasury work, not a permanent seat. I do the build, document it, and hand it to someone on your team who can run it.
Treasury is the piece most fractional CFOs quietly route around: bank architecture, system selection, hedging policy, facility compliance. It is the only thing I have done for my entire career, and I have built it from nothing at a $65B platform.
Who you are hiring
Most recently I was SVP, Head of Treasury at Aksia, a $65B private markets platform, where I built the global treasury function from scratch across more than 30 entities: banking architecture, a Kyriba implementation, cash forecasting, an FX program, and $1.4B+ in credit facilities. Before that I spent eleven years at Mesirow Financial running FX and treasury operations.
I started this practice because the work I like most is the first stretch, when a company knows it has outgrown its process but does not yet need a full time treasurer. That work is concrete, it is finishable, and it is worth a great deal to the people living without it.
Before the call
Answered here so the call can be about your situation instead of my logistics.
Diagnostics and projects are fixed fee, quoted after a short scoping call, so you know the number before anything starts. Fractional work is priced on a set number of days each month. I would rather give you a range on a call than post one here, because the same three words describe very different work at a fifteen person company and at a thirty entity platform.
Usually within two weeks, and faster for a diagnostic. That is most of the point of this model: no search, no notice period, no onboarding ramp.
No. I work alongside the CFO or controller who owns finance today, and a good engagement ends with that person more capable than when I arrived. If the plan is to hire a treasurer eventually, I will help you write the role and screen for it.
It is the most common starting point. Plenty of companies do not need a TMS yet, and part of the diagnostic is telling you honestly whether you are one of them. When you do need one, I have implemented and operated both Kyriba and GTreasury and can run the selection without a vendor steering it.
Yes. Interim coverage during a search, a leave, or a transaction is a natural fit, including the reporting cadence to your sponsor, your lenders, and the board.
Under an NDA with each company, with clean separation between engagements. A sponsor gets the reporting it is entitled to as an owner and nothing that belongs to another portfolio company.
You keep all of it: models, policies, documentation, bank and vendor contacts, and a named person on your team who has been running it alongside me. A build that only works while I am in the room is a failed build.
Remote by default, onsite for the parts that genuinely need a room: kickoff, bank and vendor selection, and go live.
A short call is usually enough to tell whether this is a diagnostic, a project, or nothing at all. I will tell you which one I think it is.