Digital Frontiers Consulting is a partnership in Boston built on a simple bet: that growing companies would rather have a few senior people who stay than a large team that rotates. Everything about how we are structured follows from that.
Undersized finance team. A function producing reports instead of driving decisions. A board asking questions the numbers could not answer, and a founder or owner who suspected the numbers were not entirely right anyway.
Between us we have been inside that company repeatedly — as the CFO brought in to fix it, the board member asking the questions, the auditor finding what nobody wanted found. We built the processes that turn finance into a genuine business partner without ever losing the fiduciary discipline that keeps a company out of trouble.
What is new is the tooling. AI now does the mechanical layer of finance work faster and more accurately than a team of juniors — provided somebody governs it properly. One of us has spent a career on exactly that problem. That combination, senior operating judgment plus genuine AI depth, is what makes a firm this small able to serve a company this demanding.
Individual partner profiles — names, records and photographs — publish with the full site launch. What the partnership holds between it is set out below and does not change.
Three decades of finance and operating leadership across technology, retail and manufacturing on three continents. Turnarounds, restructurings and divestitures run from inside the business, plus audit-committee service and international board seats.
Senior finance leadership across the reporting, planning and analysis work that growing companies most often lack — and the client relationships that keep an engagement honest quarter after quarter.
Holds a doctorate in artificial intelligence and leads the design and oversight of every tool the firm uses — along with the controls, documentation and audit trail that make AI-assisted finance work defensible to a board, an investor or an auditor.
A deliberate choice, not an oversight: at this stage we are not publishing partner biographies or photographs. Anyone considering an engagement meets the partner who would lead it on the first call, and full records and references are provided before anything is signed.
Behind three partners sits a network built over thirty years: controllers, tax specialists, technical accountants and industry operators we have worked alongside and would put in front of our own board.
They are engaged deliberately, engagement by engagement, with a written scope and a partner still accountable for the outcome. That is how a firm this size covers a problem this varied without asking clients to fund a pyramid they will never meet.
Federal, state and cross-border questions, including the ones that arrive attached to a fundraise or a sale process.
Revenue recognition, equity and share-based payment, business combinations, and the judgments auditors probe first.
Hands-on capacity when a close needs rebuilding quickly or a team is temporarily short.
People who know what good looks like in a specific sector, because they have run finance inside it.
Experienced finance professionals interested in the bench are welcome to get in touch.
Not values on a wall. These are the rules we have found actually decide whether an engagement is worth what it costs.
The finding you would rather hear in month three gets told in week one. That is most of what a senior adviser is for, and it is the part a junior team structurally cannot do.
A machine may draft it, but a named person reviews it, understands it and signs it. If nobody can explain a figure, it does not go in the pack.
You are buying a board pack, a model, a dashboard, a clean close. Status reports are not deliverables and we do not bill as if they were.
Documented, handed over, running on your own stack. A good engagement makes some of itself unnecessary, and we would rather that happen than be quietly avoided.
We do not disappear after the recommendation. The quarterly review exists so that claim gets tested out loud, with ending the engagement always on the table.
The firm is registered and based at 109 State Street in Boston, Massachusetts. Client work is remote-first, because that is how finance work is genuinely done now — and because it lets us serve companies in markets where a firm of this seniority is otherwise hard to find.
Between the partners we have lived and worked in eight countries across three continents. Cross-border structures, international boards and multi-entity reporting are familiar ground rather than a special project.
The fastest way to judge a firm this small is to spend thirty minutes with one of the people in it. No profiles to read first — just the conversation.