Fractional CFO support
A senior financial perspective for planning, decision support, leadership conversations, and the questions that do not fit neatly into a monthly close.
Financial leadership with operating depth
Clarity in the numbers.
Confidence in what comes next.
I work with owners, CEOs, and leadership teams who need a sharper view of the business—without adding a full-time executive.
20+Years in finance
9Years in hotels
9Years in restaurants
3+Years independent
The approach
A close seat at the table, with a clear view of the whole business.
Financial leadership that stays connected to the operation.
Good financial leadership is more than a report at month-end. It is knowing what the numbers are saying, what the operation is doing, and where the two are out of step.
I bring the perspective of a CFO and Controller, with the practical experience to make the financial function more useful to the people running the business.
Where I can help
The work behind better decisions.
Flexible support for established businesses at moments that call for experienced financial judgment.
Controllership
Stronger accounting structure, cleaner close processes, and dependable financial information your leadership team can use with confidence.
Financial analysis
Translate financial information into a grounded view of performance, priorities, and what deserves attention next.
Process improvement
Find the friction in the way information moves through the business, then build processes that are clearer, more consistent, and easier to manage.
Includes KPI development and reporting that keeps attention on what matters.
About Judy
Numbers have always been my thing.
I started working in banking at 16, first as a teller and later serving merchant clients, through high school and into college. I was drawn early to the precision and responsibility of working with money.
I genuinely love working with numbers.
I’m curious about what the numbers are telling me—and what they might be missing. I enjoy digging into the details, understanding how everything connects, questioning what doesn’t make sense, and finding opportunities that might otherwise go unnoticed.
That curiosity has led to two measurable results for one client. Year-end revenue and expense forecasting helped reduce ordinary business income allocated to equal partners on their Schedule K-1s by 80%. When I reviewed its cash and banking structure, I asked, “Why isn’t this money earning anything?” Restructuring the banking relationship and changing cash management and accounts payable procedures created approximately $100,000 in annual interest income while preserving operating liquidity.
That is the work I enjoy most: understanding the numbers deeply enough to see an opportunity, then doing the careful work to turn it into a result. Whether I’m reviewing a reconciliation, building a forecast, or helping leadership make a decision, I treat the responsibility clients place in me with care.
Examples reflect specific client circumstances; interest income varies with cash balances and rates.
Context matters
Built across different operating realities.
My experience spans public and privately held companies, including Marriott International and The New York Palace Hotel. I spent nine years in hotels and nine years in restaurant organizations.
Years inside hotel and restaurant operations taught me to look at the decisions and day-to-day activity behind the financial results. I bring that perspective to each client, connecting what appears in the reports with what is happening in the business.
Home base
Atlanta
Connected to
New York City
Research Triangle Park
Research Triangle Park
The next conversation
Let’s talk about the business behind the numbers.
If you are looking for senior financial perspective, cleaner operations, and a thoughtful partner close to the business, send a note with a little context.