Financial leadership built for startups that are ready to scale.

Tells you how long your money lasts, what your unit economics really are, and whether the next hire is affordable. Then builds the reporting investors will ask for before they ask for it.

Usually before the first institutional raise. Investors want a defensible model, clean data room and monthly reporting. Fixing numbers during diligence costs far more than preparing them beforehand.

A senior finance head on a monthly commitment instead of payroll. You get funding, cash and metrics judgement without spending a chunk of your raise on a full-time salary and equity.

Before Series B, usually yes. A full-time CFO costs salary plus equity at the stage when both are most expensive. Once you have multiple entities, real scale and a finance team to run, the calculation flips.

Fractional describes the time commitment, virtual describes remote delivery. Most startup engagements are both. Pick on the person and the scope, not the label.

The model, the deck numbers, the data room and the answers during diligence. Founders who go in without this lose weeks and negotiating leverage on questions their financials should have already settled.

Clean historicals that reconcile to your books, a model with stated assumptions, cohort and unit economics, and a bridge explaining every material variance. Investors test assumptions, not optimism.

Yes, and it is the highest-value moment to have one. Cap table, revenue recognition, contracts, statutory compliance and related-party items all get examined. Surprises here reprice deals.

Board reporting, budget against actuals, runway management, hiring plans tied to cash, and the reporting cadence your new investors expect from month one. Post-raise discipline is where most Series A companies slip.

A monthly retainer scoped to stage and complexity, well below a full-time salary. A live fundraise is usually quoted separately since it is defined project work with a deadline.

Runway, burn, gross margin, CAC, LTV, payback period and cohort retention. The specific set depends on model, but the discipline is the same — few metrics, tracked monthly, acted on.

Net burn is cash out minus cash in, not the P&L loss. Runway is cash divided by net burn, adjusted for committed hires, statutory dues and any funding already contracted. Most founders overstate runway by ignoring the second half.

Whether one customer makes money after acquisition and servicing cost. Investors ask because scaling negative unit economics burns capital faster, not slower. Get it right before pouring money into growth.

MRR and ARR movement, net revenue retention, gross margin after hosting and support, CAC payback and churn by cohort. Net retention above 100% changes the funding conversation more than raw growth does.

Contribution margin per order after ads, shipping and returns. Revenue growth means little if each order loses money. Blended ROAS hides which channels actually work.

Weekly for the next quarter, monthly beyond. Include statutory dues, committed hires and vendor terms. Startups usually fail on timing, not on totals — the money arrives, just after payroll.

Typically hiring ahead of revenue, marketing spend that scaled faster than payback, or one-off costs never budgeted. Variance analysis against the plan shows which, and the fix differs for each.

Model each hire fully loaded, with a ramp before productivity, and test the runway impact before committing. A hire made three months early is a common and avoidable cash mistake.

By making growth spend evidence-based. Which channel pays back, which product earns, what a new market costs in cash. Growth without those answers just burns the raise faster.

Options exist if you see it early — bridge funding, venture debt, cost restructuring, collection push. Options disappear when it is discovered with six weeks left, which is why forecasting matters more than reporting.

A monthly pack with P&L, cash and runway, budget versus actuals, key metrics for your model, and a board-ready summary. Fixed date, same format, so trends are visible.

We prepare the pack and the supporting schedules, and can attend the board meeting. Most founders want the numbers section handled so they can focus on strategy and hiring.

They keep bookkeeping, GST, TDS and filings. We build the reporting layer above it and take it to decisions. If the books are unreliable we fix that first, since a model on bad data is worse than no model.

Runway clarity and reporting inside 60 days. Unit economics and pricing work takes a quarter, because the data usually has to be rebuilt before it can be trusted.

Yes, though the work is different — model building, runway planning and fundraising preparation rather than margin analysis. Sometimes the honest advice is that you need a good accountant now and a CFO in nine months.