EQUITY & INVESTORSPART OF THE FRACTIONAL CFO SCOPE

Equity and investors.

The raise starts before the business is ready, and diligence finds what the company should have found itself. Revenue recognition that will not survive scrutiny, a cap table with undocumented promises in it, a data room assembled in two weeks while the founders are also trying to run the business. The round closes slower, at a worse price, or not at all — and the reason is almost never the business itself.
WHAT WE DO ABOUT IT, BELOWUNITED STATES AND CANADA
How We Run It
01 / 03
What we actually do, in the order we do it.

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.

BROUGHT IN FOR THIS, AT NO CHANGE TO THE FEE

Capital markets specialists for the raise, the model and the data room

What Changes
02 / 03
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.
Who Arrives With This
03 / 03
The sentences that usually bring somebody to this page.
Nobody arrives asking for a workstream. They arrive with a situation, and this is one of the two or three we would put against it.
“We are raising, and I do not think we are ready”
THE OTHER SIXTEEN
The rest of the scope.
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.
Planning and forecastingReporting, KPIs and the boardCash, treasury and working capitalControls, systems and the closeDebt and lendersTransactionsValue, exit and successionPricing, margin and unit economicsTax coordination and incentivesCross-border and multi-entityCompensation and the finance teamRisk, fraud and crisisCapital allocation and investment appraisalTurnaround and profit improvementTechnical accounting and revenue recognitionGovernance and stakeholders
SEE THE FULL SCOPE →
What Happens Next

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.
BOOK A CONVERSATIONREAD THE AGREEMENT
ONE HOUR · NO CHARGE · A WRITTEN NOTE BACK WITHIN TWO WORKING DAYS
THE HOURWhat the business does, how the cash moves through it, and what would have to be different in a year.
THE NOTEWhat we heard and what we would look at first, in writing, within two working days.
THE PODThe CFO and controller who would hold your seats, each with a named backup behind them.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.