Card by card.
The round closes slower, at a worse price, or not at all — and the reason is almost never the business itself.
Before anything: are you raising for the right reason, at the right time, and are you actually ready? We will tell you when the answer is no, which is not a popular service but it is the valuable one.
Then the work. Revenue policy fixed and documented before it is tested. Cap table rebuilt with every instrument, option and side letter in it, and dilution modeled across the scenarios so you understand what you are agreeing to. The model built to be interrogated, not admired. The data room assembled before the request list arrives — every diligence question we have seen before, already answered.
After the round, reporting on a fixed cadence, because the next raise is priced partly on how you behaved during this one.
What you can do afterwards that you cannot do now.
Enter diligence knowing what they will find, because you found it.
Model your own dilution before you negotiate.
Answer an investor question the same day.
Your CFO does not do this alone.
With a named controller alongside them, a named backup on every seat, and the specialist bench behind both — all inside one fixed monthly fee.
The sentences that bring somebody here.
“We are raising, and I do not think we are ready”
“Something happened and I do not know how far it goes”
Nobody needs all of it at once.
The diagnostic decides which two or three matter first in your business, and you keep that assessment either way.
Tell us what your month looks like. We will tell you whether this is the first thing to fix.
One hour on your business, with the CFO who would hold the seat rather than a salesperson. Nothing to prepare and nothing to sign. A written note back within two working days saying what we heard and what we would look at first.