I founded this firm in 2016 to fill a gap in the professional services market. It's hard for smaller organizations' most complex transactions to attract really good investment banking advisors, because the investment banking profession's typical economics are driven by deal size.We are hyper-specialized at serving the most complex transactions that small to mid-sized businesses and nonprofits face.We get the first call when there are multiple strategic options to consider, stakeholders with differing priorities, balanced deal and no-deal alternatives to weigh, or the need for quality deal execution is way bigger than the monetary value of the transaction.We work for entrepreneurs, venture capital portfolio companies, and nonprofits. We collaborate with referral partners who are investment bankers, investors, lenders, lawyers, and wealth managers.

I joined FourBridges when the country was emerging from the last recession and this small investment banking firm was over-burdened with debt. My tasks were to guide FourBridges out of the recession to sales momentum and to fix the balance sheet. Along with my partners, we did this successfully -- doubling revenue, tripling the sales pipeline, quadrupling transaction volume. We also rotated the base of investors, attracting new ones who could support the business' revenue trajectory. I departed when we restructured the balance sheet in 2016, and today the firm is ably run by the partners who remained.

I joined Vets First Choice when the company was 18 months old and had already made a huge pivot from selling marketing services to veterinarians to being an online pharmacy. The opportunity to buy a distressed competitor 3 times our size -- a venture capital backed company founded in 1999 that had pioneered selling prescription veterinary drugs through the mail -- arose and we seized it. This was a massive leap for a young company and a distressed asset sale for a venture capital firm. It turned out to be a win for both sides.I helped complete the deal despite difficult negotiations, organized an integration that we completed rapidly and without surprises and departed after the deal integration. Thanks to the very talented entrepreneurs on the founding team and to this deal, Vets First Choice took off. It is now Covetrus (NASDAQ: CVET).

I joined Provident Life & Accident Insurance Company for what was supposed to be a 2-year job supporting a turnaround. It turned out to be 15 years working with highly respected executives, lawyers and bankers, and contributing to one of the major Fortune 500 turnaround-to-growth stories of the time.My part was to manage corporate development, strategic planning, financial planning and analysis, treasury, investments, product pricing/underwriting, and broad aspects of enterprise risk management, in increasing roles as the company grew through acquisitions and as my experience grew.I helped complete the turnaround of a family-controlled, publicly-traded company that was caught the wrong way in the early 1990's recession, closed two double-the-company mergers with other distressed businesses; deal with losses, activist investors, a whistleblower, regulatory reviews and a strategy reset after the early 2000's recession; and navigate our way successfully through the Global Financial Crisis in 2008-2009. During this time, I personally contributed in these ways:* As Chief Investment Officer during the Crisis, maintained investor confidence in Unum’s financial strength and flexibility* As CIO and Sr VP-Capital Management, helped Unum lean into the Crisis, borrowing to invest at the 2 deepest points, adding 5 cents-per-share annually for 20 years. Led evaluations of TARP financing and competitor acquisitions. Issued first insurance-linked securities backed by disability insurance reserves. Managed our response to investment by an activist fund* As VP-Corporate Development & Strategy, guided development of new growth strategy for the company* As VP-Underwriting, implemented new pricing strategies for core insurance products* In various roles, led merger integrations with UNUM Corp. and Paul Revere Corp., divested non-core or distressed assets, and closed 20+ financing and M&A transactions worth more than $7 billion