The way forward, by the numbers.
Strategic CFO leadership for founders and growth-stage companies navigating scale, capital decisions, operating complexity, and liquidity events. One operator who has sat in every seat at the table — not advice from the sidelines.
Do. Had. Way.
The name is the method. I do the work, I have lived the consequential decisions, and I show the path forward — from where the business is now to where it needs to be.
Build control
Do the work: reporting and KPI discipline, cash forecasting, finance infrastructure, and margin and unit-economics visibility — the foundation to operate with control.
Apply judgment
Bring earned judgment to consequential moments: capital raises, M&A and transaction readiness, board and lender communication, turnarounds and restructuring.
Chart the path
Create the way forward: strategic planning, capital and exit readiness, operating roadmaps, and clear value-creation priorities.
One operator. Every seat at the table.
I'm not a firm and I'm not a bench. Over more than four decades I've sat in every seat — public accounting, executive CFO and CEO roles, founder-ownership, and four completed transactions. I partner with founder-led and growth-stage companies that have outgrown tactical finance but aren't ready for a full-time CFO.
John duHadwayFounder & PrincipalScoped to the moment — not a full-time hire.
Capital Readiness
The model, narrative, and framework that hold up when investors start asking hard questions.
Interim & Fractional CFO
Immediate executive presence when a CFO departs or growth outpaces your infrastructure.
Transaction Preparedness
Structure the process, manage diligence, and model every scenario before a deal.
Governance & Board Support
Institutional-grade discipline and reporting that earns and keeps stakeholder confidence.
What clients say.
Executive-level financial discipline that holds up when boards and investors start asking hard questions. John doesn't theorize — he executes. This is the first call I make.
He built the business case, modeled the scenarios, and presented credibly to regulators. Approval came faster than expected — and we still operate from the framework he built.
He structured the process, managed diligence, and modeled every scenario. What he found led us to walk away — and I'm grateful we did. John was the first call I made.
Before the raise, the board, or the transaction — not after.
If a capital raise, board conversation, or liquidity event is on your horizon, let's talk about where you stand and what needs to happen first.