We partner with early- to mid-stage companies, often post-revenue but pre-finance team, or with lean finance functions stretched thin. Many are founder-led, VC- or PE-backed, and in high-growth phases with strategic complexity but limited internal capacity.

Some clients will bring us in for a specific deliverable (like preparation for fund raising or a major transaction), and we evolve the relationship from there.

With other clients, we start lean - with just a few hours a week - and flex up (or down) as needed. I am consistently amazed at what you can achieve with just a few hours of focused effort each week.

Yes. We build with handoff in mind—so your team can maintain and evolve the tools without being dependent. We’re also happy to support recruiting or onboarding internal hires when the time comes.

Within a matter of days. A working forecast or cashflow model often comes first, unlocking clarity and setting the stage for better budgeting, KPI alignment, and scenario analysis.

Great—we work alongside them. We often collaborate with CFOs, controllers, or finance managers who are overloaded or want to build out FP&A capabilities without hiring full-time right away.

Fractional CFOs cover the full spectrum of finance—accounting, tax, compliance, reporting, and investor relations. They bring essential breadth, but often don’t go deep into forecasting or analysis.

Fractional FP&A focuses solely on forward-looking decision support: budgets, forecasts, scenario planning, and KPIs. We help you understand your business model, prioritize the right opportunities, and make confident decisions—maximizing the strategic value of your financial data.

Accounting tells you what happened. FP&A helps you plan what’s next.

While accounting tracks what happened, FP&A builds the models, dashboards, and analytics that help leaders plan what’s next—and make clear, confident decisions along the way.