01
Interim CFO & Controller
Stepping into the seat and building the finance function that isn't there yet. Close discipline, reporting your board and lender will accept, and a team that can run it after I leave.
Denver · Engagements nationwide
Finance leadership, on demand.
Interim CFO and transaction support for engineering-driven and private equity-backed companies. The ones running projects, contracts, and WIP, where the finance function hasn't caught up to the business.
When companies call
Where most engagements begin.
The close takes three weeks and the board wants it in five days.
Close acceleration, control design, and a reporting package people actually read.
A buyer asked for a quality of earnings and nobody knows what they'll find.
Sell-side preparation before diligence starts, so the surprises are yours first.
Revenue recognition on the contracts has never quite been right.
Percentage-of-completion, WIP, and cost-to-complete, rebuilt to hold up.
The ERP implementation stalled and nobody owns the accounting design.
Someone who has done both sides, from chart of accounts through cutover.
The auditor found a material weakness.
Remediation, documentation, and the process changes that keep it closed.
You're raising and need a model that survives diligence.
Integrated three-statement modeling, cash runway, and capital structure options.
What we do
Built for businesses where the accounting is the hard part.
Contracts, projects, and WIP. Systems that have to satisfy a lender, an auditor, and eventually a buyer.
02
Project & contract accounting
WIP schedules, percentage-of-completion, job costing, and cost-to-complete for engineering and construction-style contracts. Specialized work, and it's where I spend most of my time.
03
Quality of earnings
Buy-side and sell-side diligence, normalized EBITDA, working capital analysis, and purchase price allocation. I've sat on both sides of the table.
04
Technical accounting
ASC 606 and ASC 842 implementation, cash-to-accrual conversion, material weakness remediation, and multi-jurisdiction audit support.
05
Capital & planning
Integrated three-statement models, cash forecasting and runway, working capital engineering, and debt and equity structuring including SBA 504 and 7(a).
06
Systems, deployed or built
Implementation across most major platforms, and custom builds when nothing off the shelf fits. ERPs, CRMs, inventory management, and reporting dashboards, built from scratch.
Electronics remanufacturer
Interim CFO
- Leading the finance function through a rebuild of the team, the close, and the reporting cadence.
- Standing up the discipline and documentation a buyer will diligence, well ahead of the process.
- Positioning the organization for exit, working directly with ownership on readiness and timing.
Defense & aerospace manufacturer
Fractional CFO
- Built the integrated 36-month model from scratch, covering P&L, cash bridge, working capital engine, contract financing calculator, production ramp, cap table, and a three-case scenario engine, then held it as the single source of truth for the board and prospective investors.
- Found the cash trough, sized the raise off it, and structured roughly $8M spanning committed equity, a bridge round, and bank debt.
- Weighed SBA 504, 7(a) MARC, and standard 7(a) against bridge equity to cut dilution, including eligibility for an ITAR-adjacent manufacturer.
- Turned engineering build plans into financial commitments: BOM, unit costs, NRE, and capex for the lead prototype.
Telecom infrastructure engineering firm
Controller · WIP lead
- Designed and deployed the company's entire work-in-process accounting process. It's still in production today.
- Established percentage-of-completion revenue recognition, job costing, and cost-to-complete discipline across the project portfolio.
- Delivered quality of earnings and purchase price allocation support for the sponsor's transaction.
Industrial manufacturer
Interim CFO
- Owned readiness, diligence, and integration planning across the transaction, with minimal oversight from ownership.
- Rebuilt ASC 606, ASC 842, and percentage-of-completion processes.
- Led the finance team while installing close, audit, and analytical practices that outlasted the engagement.
Restaurant equipment supplier
Interim CFO / Controller
- Installed enterprise-wide inventory control to improve accuracy and throughput.
- Designed the complete month-end close, reporting frameworks and analytical packages.
- Built repeatable procedures across accounting, operations, and procurement, and drove ERP automation and integrations.
International IT services company
Accounting leadership
- Managed an international accounting team of 45 across five jurisdictions.
- Cleared a three-year backlog of incomplete foreign subsidiary audits and completed three annual corporate audits.
- Implemented ASC 606 and ASC 842 disclosures and delivered final corporate financials and footnotes.
Engagements executed in prior advisory and operating roles. Descriptions
generalized and client identities withheld under confidentiality.
References on request.
I'm Brent Wimmer. I step into the CFO and Controller seat at private equity-backed and founder-led companies and build the finance function that isn't there yet. Most of that has been in engineering-driven businesses: defense and UAS manufacturing, telecom infrastructure, industrial manufacturing, distribution, and electronics remanufacturing.
Before finance, I spent years in hospitality. That turns out to matter more than it sounds like it should. Hospitality teaches you to read a room, move fast when something breaks, and talk to people who don't care about your reconciliation. When I walk a manufacturing floor or sit with an operations team, I'm not the finance person they have to translate for. A lot of the work is getting people who don't work in accounting to trust the accounting, and that's a skill I learned somewhere else.
I stay involved in every engagement. When the work calls for more hands or a specialist, I bring in people from a network built over years across finance, systems, and transactions, and on some engagements one of them leads the day to day. You get the depth without the overhead of a firm, and I remain accountable for what gets delivered.
- Recognition
- 40 Under 40, Class of 2026 · Southern Colorado Business Forum & Digest
- Education
- MS Accountancy, Colorado Technical University · BBA Business Management, Metropolitan State University of Denver
- Certification
- Six Sigma Green Belt, University of Michigan · Xero and QuickBooks Certified Advisor
- Depth
- ASC 606 · ASC 842 · Percentage-of-completion · Purchase accounting · Cash-to-accrual conversion · Multi-jurisdiction audit
01
A short call
Thirty minutes to understand what you're facing and whether I'm right for it. If I'm not, I'll say so and point you somewhere better.
02
A written scope
Fixed fee or a defined range, named deliverables, a timeline. You know the cost before anything starts.
03
The work
Direct access to me throughout, not a status portal. Weekly cadence on retainers, daily during a live deal.
04
A clean handoff
Documentation your team can actually run. On most engagements the goal is to make myself unnecessary.
Systems
Implemented, migrated, consolidated, and automated. When nothing off the shelf fits, I've built ERPs, CRMs, inventory management systems, and reporting dashboards from scratch.