Revenue is growing. Margins are not. The view from your dashboard is not telling you why.
Senior CFO leadership for scaling businesses, without the full-time CFO price tag.
- Your team is overwhelmed, and the finance function is the part that has not kept up.
- The board is asking for reporting your current setup cannot produce.
- A capital raise is on the horizon, and you are not sure your numbers are ready for the room.
At your stage, the cost of guessing is no longer small.
Where we plug in
A dedicated CFO sits above your controller or bookkeeper, not in place of them.
We integrate with the leadership team you already have, set a board reporting cadence the board can act on, and run a strategic planning rhythm that holds up between meetings.
Your controller keeps doing what they do well. We translate what they produce into the strategic language the board and the next investor need.
The capital conversation
Here is what we build first, long before the term sheet shows up:
- An integrated three-statement model investors can stress-test.
- Scenario planning across best, base, and worst case.
- A capital strategy that fits the moment, not just the round.
- The banker and investor narrative that ties the numbers to the story.
Why margins compress at this stage
One of these is almost certainly your story:
- Pricing that has not moved while costs have.
- Customer concentration nobody has managed down.
- Hiring that outpaced revenue.
- COGS drift that crept in one decision at a time.
- Vendor terms negotiated years ago and never revisited.
A scaling company came to us with revenue up and margin quietly sliding, and no one able to explain the gap. The dashboards reported the symptom and hid the cause.
We ran the margin diagnostic, found the mix of pricing drift and a concentrated low-margin account doing the damage, and built the reporting that kept it visible. The owner made two decisions they had been postponing because they finally had the numbers to make them.
Scaling and Growth-Stage: common questions
Why do margins compress as revenue grows?
Usually one of five things. Pricing that has not moved while costs have. Customer concentration nobody managed down. Hiring that outpaced revenue. COGS drift that crept in one decision at a time. Vendor terms negotiated years ago and never revisited. Most dashboards report the symptom and hide the cause.
Do we need to replace our controller to bring in a fractional CFO?
No. A dedicated CFO sits above your controller, not in place of them. Your controller keeps doing what they do well. We translate what they produce into the strategic language your board and your next investor need to hear.
What do investors want to see before a raise?
An integrated three-statement model they can stress-test. Scenario planning across best, base, and worst case. A capital strategy that fits the moment rather than only the round. A narrative tying the numbers to the story. All of it built long before a term sheet arrives.
How is a fractional CFO different from hiring a full-time CFO?
You get senior judgment on the schedule the business needs, at 30 to 40 percent less than the cost of the full-time equivalent. You also get a dedicated CFO backed by a Senior CFO who reviews the work, so the thinking is never limited to one person.
At your stage, the cost of guessing is no longer small.
Book a 30-minute Clarity Call with the CFO best suited to your business. We will tell you what we see and where the margin is going.