FP&A
A single source of truth you can actually steer by.I build real FP&A from whatever you have today: a driver-based model, a clean monthly close, and dashboards that answer “how are we doing?” in one glance.
How this works →Fundraising
Fundraising & Investor Readiness
Walk into the room with numbers your lead will believe.
I build the model, the data room, and the financial narrative — then sit beside you through diligence so the round closes on your terms.
For: Founders raising a seed, Series A, B, or bridge.
You probably need this if…
- You’re raising in the next 6–9 months
- Your model is a tab nobody trusts
- Diligence questions make you sweat
- You’re not sure what valuation to defend
- Investors keep asking for “the financials”
What I deliver
- Investor-grade financial model (driver-based)
- Data room build & cap-table hygiene
- The financial narrative & metrics story
- Diligence support — I answer the hard questions
- Term-sheet & dilution modeling
Questions
Common questions
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.
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.
Often paired with
Related workstreams
Board Reporting
A board package investors respect — and a CFO in the room.I build the reporting cadence, write the board deck’s finance section, and (when you want) present it — so your board meetings build confidence instead of burning it.
How this works →