Board-level judgment
at the moments that define value.
Selective board roles for companies approaching liquidity events, major capital deployment, or strategic inflection points — where independent financial perspective at the governance level changes outcomes.
Special projects and transaction execution scoped separately.
Schedule a ConsultIndependent financial perspective
at the board level
Holli takes selective board advisory roles for companies where independent, experienced financial judgment at the governance level is the difference between a good outcome and an exceptional one. This is not a retainer for general advisory — it is board-level engagement at critical strategic moments.
Special projects and transaction execution arising from the board engagement are scoped and priced separately from the advisory role itself.
Approaching a Liquidity Event
Sale, recapitalization, or ownership transition where board-level financial oversight strengthens both process and outcome.
Major Capital Deployment
Significant acquisition, investment, or capital allocation requiring independent financial judgment at the governance level.
Strategic Inflection Points
Pivotal moments — restructuring, transformation, market entry, or leadership transition — where financial governance quality determines the trajectory.
Financial rigor
at the governance level
Board advisory is only as valuable as the experience behind it. Holli brings decades of operating and transaction experience — she has sat at the center of major exits, led complex financial operations, and advised on deals from both sides of the table.
Independent Financial Oversight
Providing the board with independent financial perspective that is free from management bias — reviewing financial performance, capital allocation, and strategic plans with the rigour of a seasoned CFO who has no stake in the outcome other than the company's best interest.
Transaction & Liquidity Guidance
When a liquidity event or major transaction is on the horizon, Holli ensures the board understands the financial implications, the risks embedded in deal structures, and the decisions that protect shareholder value through the process.
Strategic Capital Discipline
Advising the board on capital deployment decisions — ensuring that major investments, acquisitions, and financing decisions are evaluated with the analytical depth they require before commitment.
Executive & Leadership Alignment
Bridging the gap between board oversight and executive execution — ensuring financial strategy is understood and owned at both the governance and operational levels through moments of high complexity or rapid change.
Transaction Execution Scoped Separately
Where the board engagement leads to active transaction work — due diligence, deal modeling, negotiation support, or post-close integration — those engagements are scoped and priced separately, ensuring the board advisory relationship remains focused on governance and the transaction support receives the dedicated attention it requires.
A board that makes
better decisions.
When the stakes are highest — a liquidity event, a major acquisition, a transformational decision — the board has independent, experienced financial judgment in the room. The decisions that follow are better informed, better structured, and better for everyone at the table.
Selective Board Roles
at Strategic Inflection Points
- Approaching liquidity events
- Major capital deployment decisions
- Strategic inflection points
- Special projects scoped separately
Each board engagement is evaluated individually. Holli takes selective roles where her experience adds genuine, material value to the governance process.
Schedule a Consult →Selective. Deliberate.
Right for the moment.
Initial Conversation
Holli meets with leadership to understand the company's strategic situation, the nature of the inflection point, and what independent financial judgment at the governance level would mean in practice.
Role Definition
If the fit is right, the scope, structure, and terms of the board advisory engagement are defined — including how special project work arising from the engagement would be handled separately.
Active Board Engagement
Holli participates at the governance level — bringing independent financial perspective to board discussions, decisions, and the critical moments where her judgment adds the most value.
Decades in the room.
The right voice at the table.
Holli Moeini is a CFO, CPA, and M&A advisor with over 30 years at the center of complex financial and strategic decisions. She has sat at the table during nine-figure exits, led organizations through major transformation, and advised founders through the highest-stakes transactions of their careers.
As EVP and CFO she led operations, IT, security, and strategy — she has a broad operating perspective that goes well beyond finance. She knows how boards make decisions, what information they need, and where governance gaps erode value before anyone recognizes them.
For boards navigating critical moments, that experience is not just relevant — it is exactly what the moment requires.
The right decision at the right moment
starts with the right voice in the room.
Board Governance & Advisory engagements are selective by design. If your company is approaching a liquidity event, major capital decision, or strategic inflection point, schedule a conversation.