PerformaFi Advisory exists because of a gap I kept running into from the inside.
For 25 years I sat in the CFO seat at private equity-backed, family office-backed, and high-growth companies. The pattern repeated: a business would reach the point where the decisions were getting larger than the reporting could support. Cash was tight and nobody could say why. The lender was asking for something the team could not produce. A buyer was circling and the books had been kept for the tax return. What those companies needed was not another consultant and not a full-time executive they could not yet justify. They needed someone who had carried the responsibility before, could step in quickly, and would stay until the work was finished.
I founded PerformaFi Advisory in 2025 to be that. The work is the same work I did as a CFO. What changed is that a company can now get it at the size it actually needs.
Define the real problem before building a model, a report, or a process around it.
The best outcomes in a financing or a sale are built long before the market sees the opportunity.
Reporting is only useful if the management team believes it enough to act on it.
A recommendation that nobody implements is not worth the engagement.
A problem raised while there is still time to act is worth more than a polished explanation later.
Recommending less, or a different path, is sometimes the honest answer.
Most recently, Richard was CFO of The Living Company, a private equity-backed logistics provider of furniture, fixtures, and equipment with operations in the US and Vietnam. Before that, he was CFO of Elements International Group, a family office-backed furniture wholesaler, where he grew the company's bank financing from $75 million to $105 million. He also served as CFO of American Health Staffing Group, a private equity platform in healthcare staffing.
Earlier, as VP Finance and Divisional CFO at Acosta Sales & Marketing, Richard led finance, contracting, and procurement for a division of approximately $500 million in annual revenue, managed the due diligence and integration of five acquisitions, and sponsored a multi-business ERP implementation. At Mosaic Sales Solutions he was part of the management team through two sale transactions.
Across his career he has helped organizations grow from under $100 million to more than $500 million in revenue, in businesses employing more than 5,000 people across the United States and Canada. His industry experience spans light manufacturing; consumer, restaurant, and retail; logistics; and healthcare staffing.
A 30-minute conversation is usually enough to know whether a fractional CFO is the right fit.
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