Where the strategic meets the technical — and the advice holds up in both rooms.
Twelve years at RiverMead
Jaime spent twelve years at RiverMead, a Life Plan Community in Peterborough, New Hampshire — Chief Financial Officer from 2014, later adding Chief Operating Officer as the role grew to include operations, human resources, and the community’s in-house renovation work, from common-area projects to residential unit turnovers. Across those years he helped build the community’s financial strength and steer it through a period of strong demand, an organizational rebrand, and significant technology and systems change.
Before New Hampshire
Before New Hampshire, he spent eight years as Controller and Director of Financial Operations at Givens Estates, a Life Plan Community in Asheville, North Carolina — first- and third-party revenue-cycle management, treasury services, and financial reporting and audits. Earlier still: financial audit work for the State of North Carolina, and teaching accounting at the University of North Carolina Wilmington, where he earned his B.S. in Business Administration and M.S. in Accountancy.
Board and committee service
He serves on the board of the New Hampshire Business Finance Authority — which, since the Health and Education Facilities Authority was consolidated into it in July 2026, is the authority through which the state’s nonprofit hospitals, colleges, and senior living communities issue tax-exempt debt — and served on the HEFA board through that consolidation. Between 2016 and 2026 he served two tenures on the board of LeadingAge Maine & New Hampshire, the association of the region’s nonprofit aging-services providers, and as treasurer during portions of both. He has sat on the audit committee of Monadnock Community Hospital since 2017. He is a CPA licensed in New Hampshire and North Carolina.
Why OAS exists
OAS exists because that depth is usually available to organizations only by hiring it permanently. A community with a capable finance team and a hard question in front of it does not need another executive on the payroll — it needs senior capacity for a defined period, honest analysis, and tools its own people can keep running afterward.
One person, deliberately
And OAS is one person — deliberately. Clients work with the principal, start to finish; there is no bench, and no leverage model quietly reassigning the work. The practice is built so that this is a strength rather than a risk: a small number of engagements at a time, scope in writing before work begins, and every deliverable — the model, the covenant calculator, the documentation beside them — built to run in your team’s hands rather than his. If an engagement ended tomorrow, you would keep working tools and the file that explains them, not a dependency on the person who built them. Where a question belongs with a specialist — bond counsel, actuaries, market analysts — he says so and brings the introduction with him.
Three formats. One standard behind all of them.
Engagements are taken in deliberately limited number, so that the standard behind all three is actually deliverable; an engagement that would compromise another isn’t accepted. Where a project needs more hands than a single advisor, that is said at scoping — not discovered mid-engagement.
Defined scope, fixed fee
An assessment, a study, a model, a search, or an implementation, scoped in writing and delivered in weeks to a few months.
Advisory on a standing cadence
CFO or COO-level advisory beside the executive team or the board for a defined multi-month term, against a named cadence of deliverables.
Session-based training and facilitation
Trustee education, a facilitated retreat, or role-based training — designed, run, and followed by a written record of what was decided.
Everything is defined before work begins: the scope, the term, and the fee — a fixed fee for defined scope, or a fixed monthly amount across a defined term.
Advisory, deliberately.
OAS advises; you decide. Your leadership keeps the decisions, the authority, and the accountability — we bring the analysis, the recommendation, and the tools to act on it.
This is not a technicality. It is what allows your management to retain and keep using every model, template, and workflow we build, long after the engagement closes.
Odiorne Point, Rye, New Hampshire
This seaside place sits on N’dakinna, the traditional homeland of the Abenaki, Pennacook, and Wabanaki Peoples. John Odiorne settled there around 1660, and his descendants farmed the property until 1942, when the federal government took the land to build Fort Dearborn as a coastal defense. The fort was decommissioned after the Second World War, and in 1972 the site opened as Odiorne Point State Park — nearly three centuries of working farmland, repurposed as conditions changed, still standing.
It is a fair description of the work: organizations built for one era, needing clear eyes and steady counsel to serve the next. Every photograph on this site was taken there.
Where else we work.
Start with a conversation.
We will tell you plainly whether OAS is the right help, and what the engagement would produce.
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