Almost every decision you make — acquisition spend, hiring, product, runway, the raise — depends on what your cohorts will be worth over time. Every engagement builds that forecast and runs it with you. Getting there takes three steps, each gating the next, and I only take the next one when both sides are confident there's real work to do.
30 minutes. You tell me what you're trying to plan against, what's currently breaking, and what you'd need to feel good about your next board meeting.
I tell you whether this is the right fit for your situation — and if it isn't, I'll point you somewhere that is.
Setup plus monthly retainer, scoped to what discovery surfaced — not to a generic menu.
Year-one cost is benchmarked against the specific value levers in your business, so the ROI math is specific to you and defensible on its own merits.
Six-month initial commitment, month-to-month after that. Setup delivers an analytical findings report, a working planning system configured to your data, and a baseline forecast in about six weeks.
From there the monthly retainer is me working as your fractional CFO — running the cohort-driven model with you, refreshed each cycle and adjusted to reality, with standing meetings sized to your cadence.
The rest of the CFO work runs alongside it — close oversight, your board and investor reporting, cash and runway, the annual plan — plus a monthly read-out to your leadership team on performance against plan.
That's the whole practice. It's what makes it possible to know your business well enough to call a cohort early, and it's why the discovery call is a real conversation about fit rather than a formality.
A controller, a bookkeeper, or an outsourced firm closes your books. I direct and review that work — I don't prepare it. If that function doesn't exist yet, that's the right first hire, and I'm glad to point you toward one.
Every engagement includes it. It's the reason to hire me rather than someone else, so it isn't something to trade away for a lower number. If you want the CFO seat without it, what you want is a generalist fractional CFO.
An equity round, a debt facility, or a sale process is real work on someone else's timetable. I've done plenty of it — $50M+ raised for clients and two SaaS companies sold — and it's quoted as its own project rather than absorbed into the retainer.
