Fractional & Interim CFO Leadership
Clear financial leadership when the decisions matter most.
Kelley McIntyre helps founder-led health-technology and product companies gain control of cash, prepare for capital, and make confident decisions through growth and transition.
Operating perspective
CFO · Board member · Connecticut registered CPA certificate holder
Hands-on leadership across venture-backed, founder-led and growth-stage organizations.
The right inflection point
When financial complexity outgrows the current structure.
The work is most valuable when financial complexity begins to outpace the company’s current capabilities, whether the need is better forecasting, stronger decision support, capital or transaction readiness, or experienced leadership through change.
Growth has exposed a leadership gap
Reporting, planning, controls, and executive decision support have moved beyond the current finance structure.
Capital or a transaction raises the stakes
A financing, lender process, diligence request, acquisition, or integration demands disciplined execution.
Cash visibility has become a board-level issue
Runway, burn, working capital, or scenario choices need a credible operating view.
Selected transaction experience
Approximately $36 million
in financing execution across equity, debt, and convertible financings for multiple growth companies.
Over $100 million
in aggregate exit value through financial leadership in strategic transactions.
How I help
Senior finance leadership built around the decision at hand.
01
Financial clarity
Cash forecasting, runway analysis, operating plans, KPIs, and reporting that turn uncertainty into choices.
02
Capital readiness
Financial leadership for equity, debt, investor materials, diligence, and the operating discipline capital providers expect.
03
Executive partnership
Board-ready reporting, management decision support, finance-team leadership, and disciplined follow-through.
Operating experience
Experience built inside the business.
Kelley has served as CFO inside organizations facing limited resources, changing forecasts, capital constraints, board expectations, and the need to build durable finance capabilities while the company keeps moving.
Finance foundation
Teams, systems, controls, forecasting, and reporting cadence
Capital execution
Equity, debt, lender processes, and diligence support
Board partnership
Decision support, governance, and strategic transitions
What I bring
A financial operating partner, not another reporting layer.
The work begins with reliable financial information, but it does not end there. Kelley connects the numbers to the decisions the CEO and board actually need to make.
Translate uncertainty into choices
Make runway, hiring, product investment, financing, and timing tradeoffs visible before they become emergencies.
Build a finance function that can scale
Clarify responsibilities, strengthen reporting and controls, and develop the team and outside providers already supporting the business.
Lead through high-stakes processes
Coordinate management, accounting, legal, tax, lenders, investors, and board stakeholders when capital or a transaction puts the company under scrutiny.
Board & strategic advisory
Experienced financial judgment without a day-to-day operating mandate.
For companies that need an experienced outside perspective rather than an embedded CFO, Kelley can contribute as a board member or strategic adviser—helping leadership test assumptions, strengthen financial governance, evaluate capital and operating choices, and prepare for important transitions.
A practical first step
Start with the decision in front of you.
A confidential conversation can clarify whether fractional CFO leadership is the right fit—and what the first priorities should be.