How this actually works.

A fractional CFO is a seasoned finance leader who works with you part-time, embedded in your company, for a fraction of the cost and commitment of a full-time hire. You get real CFO judgment — fundraising, FP&A, runway, board reporting — without a $400K salary and equity package. For most Series A–B startups, that’s exactly the right amount of CFO.

The fractional retainer is typically 4–8 days a month, on a 3-month minimum that then goes month-to-month. Interim coverage is heavier — 12–20 days a month for a defined term. Advisory is lighter, 1–2 days. The right cadence comes out of the discovery call; I’d rather size it correctly than oversell it.

Fractional is an ongoing part-time relationship — I’m your CFO a few days a month, indefinitely. Interim is full (or near-full) coverage for a defined gap — usually a CFO departure, a transaction, or a restructuring — where you need a senior seat held until the permanent leader arrives. Same person, different intensity and duration.

Yes, if you want me to. I’ve prepared and presented in 20+ board meetings. Some founders want me in the room owning the finance section; others want me to build it and brief them so they present. Either works — it’s your company and your relationships.

I’m system-agnostic and meet you where you are — QuickBooks or NetSuite for the books, modeling in Excel/Google Sheets or a dedicated FP&A tool (Mosaic, Pigment, Causal), and whatever you use for cap table and data room. If your stack needs an upgrade, I’ll recommend and set it up.

Fractional engagements run roughly $8K–$15K/month depending on days and scope; interim is $20K–$32K/month for near-full-time coverage; advisory is $3K–$6K/month; fixed-scope projects are $15K–$45K. You get a clear scope and fee in writing after the discovery call, before any work begins. These are indicative bands for this template.

For early-stage clients, a portion of the fee can be offset with advisory equity (typically a small option grant on a standard advisor agreement) — but I don’t work for equity alone. Alignment matters, and so does keeping the relationship clean. We discuss the mix case by case.

Everything is covered by an NDA before we share numbers, and I deliberately keep only 3–4 active clients at a time — never two that compete. Your financials, cap table, and board materials are handled with the same discretion I’d expect as a founder.

Remote-first, across US time zones, with on-site time for board meetings, the kickoff, and key raise milestones when it helps. Most of the work — modeling, reporting, async strategy — happens remotely, which is part of how the economics work.

You’re likely a fit if you’re a venture-backed startup somewhere between seed and Series C, facing a raise, a runway problem, a visibility gap, or a board that wants more. If you’re pre-revenue and pre-funding, or a large company that needs a full-time CFO, I’ll point you to a better option on the call.