About the firm
Experienced finance leadership, from someone who has held the seat.
Interim Controller & CFO Partners was founded to give privately held companies the CFO and Controller judgment that larger companies take for granted, on terms that fit a $3 million to $50 million business.
- 20+
- Years in finance and accounting leadership
- $3B
- Annual sales of the region led as finance director
- 5
- Industries led as CFO or Controller
- 1
- Office, in Scottsdale. Clients nationwide.
Principal
Mark J. Teachout
Chief Financial Officer and Founder
- CFO and former Controller
- Bachelor of Science in Accounting, Arizona State University
- United States Marine Corps, 1996 to 2001
- Scottsdale, Arizona
Mark Teachout has spent more than 20 years in finance and accounting leadership, most of it in businesses where the money moves before the invoice does: construction, building materials, homebuilding, dealerships, and field services. He has been the controller who closes the books and the CFO who explains them to the bank, and he has done both at companies ranging from a single dealership to a distribution platform approaching $1 billion in revenue.
As chief financial officer of a multi-entity construction and field-services organization, he has led treasury, cash forecasting, lender and covenant reporting, job costing, and KPI design, and has provided the financial leadership for a Chapter 11 restructuring alongside counsel. Before that he led finance for a West Region of roughly $3 billion in sales at a national building-materials distributor, having come through the acquisition of American Construction Source, where he helped integrate acquired businesses into a single reporting, forecasting, and control environment.
Earlier roles gave him the public-company reporting discipline of a homebuilder filing with the SEC, the multi-entity complexity of a retail and wholesale group with ownership trusts, and, for nine years, the perspective of a co-owner running his own company's finance function. That last one is why his engagements are practical. He has signed the checks.
He works in the systems clients already run, including QuickBooks, Sage 300 CRE, ServiceTitan, JD Edwards, and Power BI, and he writes down everything he builds so the company keeps it after he leaves.
Career
Where the experience comes from
2022 to present
Chief Financial Officer
Bleuwave Holdings Company
Enterprise finance for a multi-entity construction and field-services organization: treasury, FP&A, 13-week cash models, lender and covenant reporting, job costing, KPI frameworks, and financial leadership through a Chapter 11 restructuring, including debtor-in-possession operations and court-required reporting.
2019 to 2022
Director of FP&A and Regional Finance Leader
US LBM (formerly American Construction Source)
Budgeting, forecasting, and performance management across western-region manufacturing, distribution, and retail operations through a private-equity roll-up and its sale. ACS had roughly $1 billion in run-rate revenue and 70 locations in nine states at the transaction; afterward, lead finance director for a West Region of roughly $3 billion in annual sales. Acquisition integration, quality-of-earnings and audit support, KPI standardization.
2019
Assistant Regional Controller
Meritage Homes
Senior accounting for three homebuilding divisions and Texas regional operations of roughly $1 billion in annual revenue and more than 200 monthly closings. Sarbanes-Oxley documentation and variance analysis supporting SEC filings.
2016 to 2019
Corporate Controller and Chief Financial Officer
Beacon Management
Finance and accounting for four operating entities and three ownership trusts with roughly $25 million in retail and wholesale revenue. Budgeting, cash forecasting, KPI reporting, investor materials, and capital-raising support during a period in which monthly retail revenue grew from roughly $567,000 to $1.2 million within six months.
2007 to 2016
Controller and Partner
Tempe Powersports and Marine
Co-owned and financially led a powersports and marine dealership: reporting, close, cash management, inventory, capital decisions, and sales and service operations. The years that taught what a monthly close looks like from the owner's chair.
2003 to 2007
Senior Accountant and Land Development Analyst
Shea Homes for Active Adult; Turner Dunn Homes
Project cash-flow forecasting, bank draws, cost control, and month-end close for homebuilding and land development. JD Edwards and Timberline.
1996 to 2001
Platoon Sergeant and Intelligence Analyst
United States Marine Corps
Where the habit of writing things down and checking them twice was formed.
Company names describe career history and do not imply endorsement by or affiliation with those companies today.
Operating model
Fix it. Run it. Document it. Hand it off.
Every engagement follows the same arc: assess, clean up, stabilize, document, transition. The goal is a finance function that works without us.
Fix it.
Cash first, then the books, then the reporting. Nothing else works until those do.
Run it.
A weekly and monthly rhythm that keeps working when we are not in the room.
Document it.
Every process written down so the company stops depending on one person's memory.
Hand it off.
A finance function your next hire can run on day one. That is what done looks like.
Who we work with
Privately held. Operationally complex. Usually under some pressure.
- Construction and skilled trades: general, electrical, HVAC, plumbing, remodeling, specialty
- Building materials, distribution, and manufacturing
- Home services and field-service businesses
- Real estate, homebuilding, and land development
- Retail, dealerships, and multi-entity ownership groups
- Professional services firms
- Businesses in financial distress or formal restructuring
How we work
Remote first. On-site when it matters.
We keep one office, in Scottsdale, Arizona, and serve clients across the country. The recurring work happens inside your accounting system, your bank portal, and a standing weekly call. We travel for the assessment, for lender and ownership meetings, and for any stretch where being in the building changes the result.
We do not provide legal, tax, audit, or investment advice. We work alongside your attorney, CPA, and banker, and we make their jobs easier by handing them numbers that reconcile.
Financial assessment
Let us look at what needs attention.
A confidential financial assessment starts with a 30-minute conversation about cash, reporting, and the decisions in front of you. No pitch deck. No obligation.