As your fractional or interim CFO, we provide senior-level financial leadership on a flexible engagement — strategic planning, financial reporting, cash flow management, and board or investor communication — without the cost or commitment of a full-time hire. Unlike a typical CFO, Shawn brings a dual CPA and JD background that connects financial decisions directly to their legal and contractual implications.

Defense tech companies winning their first cost-type contracts face a compliance infrastructure gap that firm-fixed-price work never required — new accounting systems, indirect rate structures, written policies, and DCAA audit readiness built from scratch. We have taken companies through that full transition, from redesigning the chart of accounts to training teams on FAR cost principles, making compliance a competitive advantage, not a crisis or an obstacle to obtaining contract approval.

Drawing on my experience as General Counsel at a private equity-backed company and partner at an AmLaw 50 firm, I bring a business-first lens to every legal engagement. I help clients negotiate and structure contracts, build compliance frameworks, manage outside counsel, and address legal issues with speed and discipline.

We have guided founders and management teams through capital raises, sale processes, private equity recapitalizations and tuck-in acquisitions — advising on valuation, deal structure, diligence, and negotiation. With both CPA and legal credentials, our team can serve as a single point of coordination across financial and contractual workstreams typically requiring multiple advisors.

A structured assessment of your accounting system, indirect cost structure, and policies against DCAA audit standards — designed for defense tech companies preparing for their first cost-type contract or incurred cost audit. Delivered as a written report with a prioritized remediation roadmap.

Growing companies often need experienced executive perspective at the governance level before they are ready — or able — to build a formal board. Drawing on experience serving on a dozen boards of directors, lender investment committees, and in C-suite roles across private equity, restructuring, and defense technology, I serve as a trusted outside voice on strategy, capital allocation, and organizational decisions, meaningfully sharpening the decisions which determine long-term enterprise value.