Finance leadership shaped by both sides of the table.

Riverhorse was built on a simple conviction: the companies that navigate inflection points best are the ones where finance operates as a strategic function—not a back office.

The practice draws on more than a decade of experience across private equity, growth equity, investment banking, and hands-on operating roles. It includes evaluating businesses, leading diligence, structuring transactions, serving in board roles, and working alongside management teams through periods of growth and change.

That experience spans middle-market, growth, and early-stage companies across technology, industrials, business services, logistics, manufacturing, healthcare, and real estate. The investor lens asks what drives enterprise value, where capital earns its best return, which risks matter, and what a board needs to understand. The operator lens turns those questions into forecasts, operating priorities, transaction plans, reporting, and accountable execution.

Recent work includes building an end-to-end acquisition process for a family office that resulted in three strategic acquisitions totaling $25 million, and serving as Interim Chief Operating Officer of a B2B software platform preparing for a potential private equity exit.

Riverhorse is not outsourced accounting or bookkeeping. It provides senior financial judgment when growth, capital, transactions, or organizational complexity raise the stakes of management decisions.