Marc Loupe
“Supporting growth in Agribusiness, AgTech, Wineries, and Emerging Cannabis Industry clients.”
Contact
Email: mloupe@cfos2go.com
Phone: 415-298-0760
Practice Groups
Marc Loupe
CFOs2Go Partner
Marc Loupe brings more than 25 years of comprehensive global financial and operational management experience to our agricultural-based clients. He helps companies to integrate innovative methods and technologies, so they function effectively. He brings to clients the value of his technical expertise and functional experience in senior financial management roles in a broad spectrum of industries — including agriculture, technology, aviation, real estate, and professional services. His past corporate roles include CFO for AAA (Northern California, Nevada, and Utah) and Sage Software-North America and Chief Audit Executive for three publicly-held companies (Ampex, Sun Microsystems, and CA Technologies). His accounting, finance, and operational experiences include strategy development and implementation, company transformations, acquisitions and divestitures, financial and operational systems implementations, profitability and cash flow improvement programs, improved financial governance and accounting processes, treasury operations, international business, legal operations, human resources, sales development, product line general management, and Co-CEO.
Marc thrives on business challenges. No situation is too complex for him.
He is willing and capable of balancing current business and technology trends with tried-and-true business and financial management practices.
Marc’s passion for the agricultural industry is systemic to his life, both professionally and personally. He graduated from Cal Poly, San Luis Obispo, a major agricultural school. While majoring in Accounting in the School of Business there, he maintained his own vegetable and herb garden as his food source. After graduation, he became a California CPA. He began his professional career first focused on the agricultural industry with clients at Touche Ross & Co. (now Deloitte), a top-tier international CPA firm. His scope continues to expand into contemporary opportunities such as cannabis and Ag-Tech. Delighting in the North Bay, Marc has resided there for more than 30 years. He toggles between Marin, Napa, and Sonoma Counties to balance personal and business interests. He holds a Certificate in Accounting and Finance in the Wine Industry from Sonoma State University, a Certificate in Strategy and Marketing from Stanford University, and a Master of Science in Accounting from Golden Gate University.
He writes on agricultural business topics, including for Ag Alert, the California Farm Bureau's publication.
At the board level, he is a director of Ramsell Corporation (Strategy Committee Chair), the Alzheimer's Association of Northern California (Board Chair), and the International Wine and Food Society, Napa Valley/Sonoma Branch (Treasurer). His professional affiliations include the Naturally North (formerly known as North Bay Food Industry Group), Association of African American Vintners, Financial Executive International and the American Institute of Certified Public Accountants.
“Your deep experience in financial analysis and management, your ability to process and share reliable data with sensitivity and clarity, and your genuine care for Saint Mary’s College of California’s success were exactly what we needed.”
Christine Hutchins, Chief Marketing and Communication Officer, St. Mary’s College of California
Guides
Fractional CFO for a Nonprofit
Marc contributed financial leadership expertise to 2Go Advisory Group's guide on the fractional CFO role in nonprofit organizations.
Nonprofit Fundraising Readiness
Marc contributed to 2Go Advisory Group's guide on the four disciplines that determine whether a nonprofit is ready to raise substantive money.
Blogs and Articles
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Article
AgAlert | California Farm Bureau
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Most agricultural operations reach for a fractional CFO at a transition point: a lender is asking harder questions, a succession conversation has started, a new line or acquisition needs modeling, or the financial reporting no longer matches the size of the operation. The trigger is usually complexity rather than revenue. If the owner is making capital decisions on instinct because the numbers arrive too late to help, the work is there.
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Seasonality, biological assets, weather and commodity risk, land and equipment intensity, and financing structures built around harvest cycles rather than monthly revenue. Cost accounting has to follow the crop or the herd. Standard reporting formats built for manufacturing or services often obscure more than they reveal.
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Yes. He leads 2Go Advisory Group's Wine and Cannabis practice groups alongside Agriculture Business. The three share financing complexity, regulatory exposure, and long production cycles, though cannabis adds banking and tax constraints that require specific experience.
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Boards make better decisions when financial information is presented clearly and early. Marc leads the Board Governance practice group and serves on several boards himself, so the work often involves improving what the board sees and when, not just what the finance function produces.
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Typically a conversation about what is not working, followed by a short assessment of financial reporting, cash flow, and governance. That produces a view of what needs fixing first and how much CFO-level time it genuinely requires, which is often less than people expect.

