TECHNOLOGYSECTOR · UNITED STATES AND CANADA

Finance leadership for technology and recurring revenue.

Growth is being bought and nobody has checked the price. Acquisition cost is calculated on marketing spend alone, so the real payback is longer than anyone thinks, and the cohort curves that would show it have never been built. Revenue recognition is loose enough that an auditor or an acquirer will restate it, usually over multi-year contracts and set-up fees. Runway is quoted from the current burn rather than the committed one. And the board pack reports bookings, ARR and revenue interchangeably.
THE MEASURE THAT FINDS ITNet revenue retention, and months of runway
WHAT WE DO ABOUT IT, BELOWREMOTE-FIRST, ON SITE WHEN IT CHANGES THE OUTCOME
How We Run It Here
01 / 03
What a finance function in this sector actually needs.

We build cohorts properly — retention, expansion and contraction by signing period — so net revenue retention is a measured figure rather than an assertion. Acquisition cost is loaded with the sales cost that actually earns it, and payback is measured on gross margin, not revenue.

Revenue policy is fixed and documented before it is tested by anybody else: what is recognized when, how multi-year and usage contracts are treated, and how set-up and implementation are handled. This is the single most common restatement in a technology diligence.

Runway is modeled on committed cost including hiring already agreed, with the trigger points named — the month you must have raised by, and the month you must have decided by, which is earlier.

WHO YOUR CFO DRAWS ON FOR THIS SECTOR

SaaS metrics and revenue recognition specialists

What Changes
02 / 03
What you can do afterwards that you cannot do now.
State net revenue retention with the cohorts to support it. Survive a revenue recognition review. Know the date you have to decide by, not just the date you run out.
Who Holds The Seat
03 / 03
Matched to the sector, not to the postcode.
We hire for what somebody has run rather than where they live, which is the only reason we can put a CFO in your seat who has already done this in a business like yours.
YOUR CFO, FOR THIS SECTORHas been through a revenue recognition review from the inside

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 OTHER ELEVEN
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.
Construction and tradesDistribution and wholesaleManufacturingProfessional servicesMulti-unit and hospitalityProperty and real assetsHealthcare and clinical groupsTransportation, fleet and logisticsFranchise and multi-unit operatorsConsumer brands and e-commerceNonprofit and member organizations
SEE THE FULL SCOPE →
What Happens Next

Your sector is one conversation away from a written answer. Start with what is actually going on.

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 PODA CFO who has run finance in this sector before, with a named backup who already knows your file.
THE STANDARDClose by the seventh working day, pack on the eighth, and a published response standard in between.