Three named engagements and a set of à la carte modeling work, each scoped to a deliverable rather than a headcount. Every artifact below ships on a stated cadence, billed month-to-month with no annual lock-in.
you shouldn't have to guess what a fractional CFO costs — or what lands on the desk for it. both are printed below.
how every engagement here is scoped
Each engagement is a fixed monthly or per-project fee tied to a defined set of artifacts — the cash model, the close review, the board pack, the raise model. You know what arrives and when, before the first invoice.
Monthly engagements are billed month-to-month and cancel with thirty days' notice. Project work — a raise, a data room, an annual plan — is quoted as a flat fee against a stated scope. Payment by ACH, card, or wire; net-15 terms.
The full finance function on retainer: three days a month running close, cash, and the board narrative. For post-seed teams past their first finance hire but ahead of a full-time CFO.
A defined project from model to term sheet — built so your numbers hold up under diligence.
For teams whose close is solid but whose board communication isn't. Lighter, focused on the deck and the metrics narrative.
| deliverable | monthly CFO | fundraise | board & reporting |
|---|---|---|---|
| 13-week rolling cash model | add-on | — | |
| monthly close review + variance memo | — | — | |
| board pack, drafted with narrative | — | ||
| bottoms-up ARR & raise model | add-on | — | |
| cap-table + dilution scenarios | add-on | — | |
| data-room build + diligence support | — | — | |
| KPI dashboard wired to your data | — | ||
| the founder's one-pager, weekly | — | add-on | |
| days on the desk / cadence | 3 days / mo | through close | ~1 day / mo |
A department-level plan for the coming fiscal year: headcount build, gross-margin bridge, and a monthly cash phasing your board can hold you to.
The bottoms-up ARR build and dilution scenarios from the fundraise engagement, delivered on their own for a round you're running internally.
We assemble the financial inputs, brief the valuation provider, and reconcile the result against your cap table each cycle.
A pricing change, a hiring pause, an acquisition offer — a defensible model of a single decision, with base, bull and bear lines.
Live in the room or on the call to present the numbers and field the finance questions, so the founder isn't the only one defending the model.
Behind on your books? We reconcile the backlog and rebuild the chart of accounts so a monthly close cadence can actually start. Priced after the diagnostic.
Below roughly $10M ARR, a full-time CFO is often 60% idle and 100% of a $250K+ salary plus equity. Three days a month covers the close, the cash model, and the board pack — the work that actually recurs — without the seat on the cap table. When you outgrow it, we say so.
No. Bookkeeping is transaction-level record-keeping; this is the layer above it — forecasting, reporting, and strategy that consumes the ledger the bookkeeper maintains. If your books aren't close-ready, the catch-up close add-on gets them there first.
Two weeks from the intake call. Week one is the diagnostic — ledger, existing model, cap table, last board pack. Week two wires the KPI feed and stands up the 13-week model, so the first close review lands on the normal day-10 cadence.
Your existing stack — QuickBooks or NetSuite for the ledger, Stripe or your billing system for revenue, and modeling in Google Sheets or Excel that you own outright. No proprietary platform to get locked into, and every model ships in a file you keep.
Monthly engagements are month-to-month and cancel with thirty days' notice — no annual contract. Project work (a raise, an annual plan) is a flat fee against a signed scope, invoiced on milestones through delivery.
If your close is shaky or your runway number is a guess, start with monthly CFO. If the books are solid but board updates aren't, board & reporting fits. If a round is imminent, fundraise runs alongside either. The intake call ends with a straight recommendation.
pick the scope, or bring the problem — the intake call ends with the engagement that actually fits.
