Who we help
Every client profile below shares one trait: financial complexity that has outgrown the current finance function. Here is what that looks like at each stage, and what changes with senior support.
Quarterly deadlines with a thin team. IFRS judgement calls. Audit committees expecting substance. A CFO seat that is empty, stretched, or too expensive to fill full-time at the company's current size.
Fractional or interim CFO coverage with genuine reporting-issuer experience: statements, MD&A, audit coordination, controls, and a calendar that keeps every quarter on time.
Statements that are not audit-ready. No IFRS experience in-house. Advisors asking for forecasts, working-capital models, and use-of-proceeds schedules nobody has built. No plan for reporting after listing.
Listing-readiness assessment, IFRS conversion and audit preparation, the financial models the transaction requires, and the post-listing infrastructure to survive the first year as an issuer.
Investors expect monthly reporting and runway clarity. Burn is real and the next raise has a clock on it. The board asks questions the current reporting cannot answer.
Investor-grade reporting, burn and runway discipline, driver-based forecasts, and financing preparation from someone who has sat on management's side of diligence.
Growth is outrunning the finance function. The close is slow, margins are fuzzy, and decisions about hiring, pricing, and expansion are being made on instinct.
A finance function rebuilt for scale: faster close, reliable management reporting, KPI dashboards, and CFO-level input on the decisions growth forces.
The owner is the finance department. Cash is managed from the bank balance. The accountant appears once a year, and big decisions — equipment, expansion, succession — get made without senior financial input.
A part-time finance partner who brings visibility, discipline, and an experienced second opinion — scaled to a sensible number of days per month.
Investors want a model that holds up. Runway is the only number that matters and nobody trusts the spreadsheet. Finance foundations — payroll, books, controls — were improvised.
Project-based or light-touch support: a credible investor model, honest runway math, and foundations that will not embarrass you in diligence. When you are too early for a CFO, you will hear that too.
The sweet spot for fractional support: real complexity — customers, staff, inventory, debt, maybe investors — but not the scale that justifies a $300K+ full-time CFO.
CFO-level leadership at a fraction of the cost of a hire, growing with the business until a full-time CFO makes sense — and building the function that person will inherit.
A brief, confidential conversation is the fastest way to find out whether fractional or interim CFO support fits your situation.