Jared Teigman
Finance and operations leader. Fractional CFO. Practical by nature.
I have spent more than twenty years working in finance and operations, mostly inside fast-moving companies where the finance function needed to do more than close the books. It needed to support growth, create structure, improve visibility, and help leadership make better decisions. That is the work I have always been drawn to, and it is the foundation of what I do today as a fractional CFO.
How I Think About This Work
My goal is to help companies move from reactive to intentional. Finance should be more than a reporting function. It should help leadership answer the questions that matter most: What does our pipeline mean for cash? When can we afford to hire? Are we pricing correctly? Where are we losing efficiency? Those conversations turn finance into a practical decision-making partner.
I also believe that strong finance leadership means communicating clearly with non-finance people. The goal is not terminology. The goal is useful information. A founder, investor, or department head should be able to understand the financial story of the business without needing to decode it.
Career Background
I began my career in the corporate controllers group of a large, multinational professional services organization, working on balance sheet consolidations and intercompany transactions across North America. That experience gave me a strong technical accounting foundation and a deep appreciation for the discipline required behind the scenes for leadership to trust the numbers.
From there, I moved into high-growth technology and digital media companies where finance had to scale alongside the business. I experienced firsthand what it means to build and adapt a finance function as a company grows rapidly — improving processes, supporting audits, managing reporting, tightening controls, and building the infrastructure needed for the next stage. I also served as VP Corporate Controller at a venture-backed technology company, leading audit processes, managing investor reporting, and drafting technical accounting documentation including revenue recognition and lease accounting analyses.
Most recently, I served as COO of a boutique professional services firm, where my role expanded well beyond finance into sales, marketing, client service, staffing, pricing, and business planning. That experience reinforced a core belief: a company’s financial results are rarely just financial. They reflect hiring decisions, pricing discipline, delivery efficiency, and leadership alignment.